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Solved Assignment July Dec 2016 MS-26 (Sample Copy)
Course Code MS - 26 Course Title Organisational Dynamics Assignment Code MS-26/TMA/SEM - II/2016 Assignment Coverage All Blocks
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1. Why do groups get formed? What are the stages of group development in an organizational situation? Relate the process with your organizational experience or the ones you are aware of. Briefly describe the organization and the situation you are referring to.
A group can be defined as -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------area of study in organizational behavior.
There are two main theories for why people form groups. According to Science News, the first theory derives from an evolutionary need to belong to a group in order to increase chances of survival. According to the University of Kentucky’s Derek Lane, the second theory is a sociological perspective that insists people form groups in order to achieve goals and seek acceptance from peers.
Group formation allows protection from other groups and allows group members to divide tasks. Survival depends on cooperation between group members, as group members share duties -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------also achieve social acceptance within a peer group, as each group consists of varying rules and structures that require conformity for acceptance.
After a group is initially formed, it does not immediately function a highly effective team until it has gone through various stages of development and -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------of these four stages, in fact some groups never advance to the later stages because of the internal conflicts.
Five Stages of Group Development-
Groups tend to develop in stages. As you work with a support group, or with almost any group of people who are working ------------------------------------------------------------------------------------------------------------------------------------------------------------------------ how to manage the challenges can have a big impact on how your group progresses.
As with many things, the progress of -------------------------------------------------------------------------------------------------------------------------- is added, or for various other reasons. Having said that, here’s an overview of how groups typically develop and progress.
The group members of different groups and a document on the importance of communication for group development.
Stage 1 -- -----------------------------------------:
Group members are learning what to do, how the group will operate, what’s expected, and what’s acceptable. Students watch the facilitator ----------------------------------------------------------------------------------------------------------------------------- and comfortable, and many will do only limited sharing until that comfort zone is established.
Some students will be comfortable sharing openly even on the first day, either because they enjoy this type of interaction, or because they already feel comfortable with the -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------open and respectful. You may want to begin your group with some low risk warm-up activities that help them get to know each other or get more comfortable in the group setting.
Stage 2 -- Power Struggle (Storming):
A things progress, it’s normal for some power struggles to emerge. As students become more comfortable, they may challenge each other or the facilitators, attempt to form cliques and exclude or ignore certain students, and push limits. This can be frustrating for everyone involved, but it helps to know it’s just a stage, and things tend to get much better once it’s past.
As a facilitator, one of your main challenges -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------they have in common, and building a more cohesive group.
Stage 3 – Cooperation and Integration ----------------------------:
This is where being in group becomes fun and enjoyable -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------is still important, but the facilitator can step back a little and let group members initiate more and move forward together.
As a facilitator, you can stay aware and help the group get back on track as needed, encourage participation and creativity, and enjoy the flow of the --------------------------------------------------------------------------------------------, and fine tune as needed.
Stage 4 – -------------------------- (Performing):
Not every group reaches this level, and if you -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------of “The whole is greater than the sum of its parts.”
I worked with a group of students in one school -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------, because they all knew each other and had their own sets of histories and struggles.
I’d say we got to Stage 3 in the second semester of the first year. But in the second and third years, we spent most of the time in this synergy mode, -------------------------------------------------------------------------------------------------------------------------------------------------- I ever worked with. Many of them stayed in touch even after they left our school – some are still connected now.
Stage 5 – Closure --------------------------------------:
The closure stage of a group can be confusing and disconcerting if you don’t know it’s coming. After weeks or months of a smoothly ------------------------------------------------------------------------------------------------------------------------- for no apparent reason. Students may bicker with and criticize each other, and anger may surface in unexpected ways.
This is a normal part of group process. -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------than to be vulnerable. Students who have abandonment issues may become especially argumentative or unruly.
As a facilitator, one of the best things you can do is explain to the students what’s happening, validate their feelings, set clear boundaries, and treat the whole situation as another opportunity to learn and practice a vital skill – how to say goodbye. You can facilitate a group closure activity, a party, or a ceremony, and find ways for students to thank and celebrate each other, and honor what they’ve achieved as a group.
Example-
International Game Technology -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------employees, from management to operations, currently in their database, IGT has a uniquely far-reaching ability to apply Emergenetics insights.
Strategic Development with Emergenetics IGT also focuses on a strategy integration model, where Emergenetics meshes with other key training methods to advance many offerings for employees.
Emergenetics and Tuckman’s Group Development Model: To enhance -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------, allowing IGT’s groups to connect to the humanity of the people involved and get a sense of each person’s strengths and preferences.
Emergenetics and Trust Building: IGT is a -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------discovery within the group:
What kind of thinking and behavioral spectrum do we have on the group and how can we catalyze our strengths for the group’s goals?
Emergenetics and Leadership Development: IGT utilizes -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------based on the group’s overall Emergenetics make-up and the team’s objectives.
Overall, IGT has created a robust framework for employee and organizational development with the Emergenetics model and one that advances their goals and empowers their people.
Example 2-
Case Studies on group Development
Energizing groups
Challenge: To help the president of a university re-energize his group of vice presidents and get them behind a new vision for the school.
Approach: After interviewing each group member, -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------what they saw, but through a customized program of meetings and retreats, the group members learned techniques for improving dialogue and began to build trust.
Result: These executives had been working together --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------behind the new vision. This also resulted in “buy-in” common vision throughout the university administration.
Crisis Intervention
Challenge: To help the top group of an international -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------than a year, and as a group, they didn't know how to work with this new leader nor with one another. A crisis was building that had the potential to derail the entire company: a lack of international coordination across development sites that had the potential impact on future sales and therefore market share market share.
Approach: After conducting a series of interviews, -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------to learn to understand one another better. This in turn led to more effective listening skills, and building trust.
Result: By the end of the weekend, the president -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------got to market on time and on budget.
2. What is Stress? What is the concept and stages of Burnout? Describe the concepts relating to your organizational experience or the ones you are aware of. Briefly describe the organization and the situations you are referring to.
Stress is an individual’s adaptive response to a stimulus that carries excessive psychological or physical demands. The stressor is the stimulus that induces stress. Stress generally follows a cycle known as the General Adaptation Syndrome (GAS).
According to this idea, individuals -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. In many situations, the resistance phase may end the GAS.
However, prolonged exposure to a stressor without ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------can have very negative consequences. It is also important to understand that stress can be caused by good as well as bad things.
Stress can be caused by a wide variety of things. Positive stress may result in an increase in energy, enthusiasm, and motivation. Negative stress has more serious consequences. The common causes are organizational stressors and life stressors.
Stress ---------------------------: Burnout is a general feeling of exhaustion ------------------------------------------------------------------------------ pressure and too few sources of satisfaction. The effects of burnout are mostly, constant fatigue and feelings of frustration and helplessness.
Individual ------------------------------------------ Stress: People have different ways of managing stress----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------to avoid role overload, ambiguity, and conflict. Finally, people can manage stress by developing and maintaining support groups.
Organizational ------------------------------------- Stress: Organizations have a vested interest in helping their employees manage stress. Firms can use institutional programmes and wellness programmes. Institutional efforts to manage stress are based on established organizational mechanisms. Organizations can redesign especially stressful jobs, rearrange work schedules, and eliminate rotating shifts.
Also, the organizational culture can help manage stress. -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------stress by showing managers clearly, where they are in their careers at present and where they would like to be. While developing any type of stress-management programme, managers need to balance the costs and benefits.
Burnout-
According to the publishers of Merriam------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------that is accepted as standard. Some approaches to define it are:
A syndrome of emotional exhaustion, depersonalisation, and reduced personal accomplishment that can occur among individuals who do "people work" of some kind.
A progressive loss of idealism, -------------------------------------------------------------- of the conditions of their work.
A state of physical, emotional, ---------------------------------------------------------------------------------------------------------------------------------------------- of a negative self-concept and negative attitudes towards work, life and other people.
A syndrome of inappropriate ------------------------------------------------------------------------- and emotional symptoms.
A state of exhaustion and ----------------------------------------------------------------------------------- and capability.
However, despite the differences, -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------, and/or negative consequences.
Stages of Burnout
Veningle and Spradley (1981) have identified five distinct stages of burnout.
1. Honeymoon Stage: In the honeymoon -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------stress are formed in this stage which are often not useful in coping with later challenges,)
2. Fuel Shortage Stage: In this stage, there is a vague feeling of loss, fatigue and confusion. The symptoms are job dissatisfaction, inefficiency, ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------, drinking and smoking. Future difficulties are signalled at this stage.
3. Chronic Symptom Stage: The physiological symptoms become more pronounced and demand attention and help at this stage. Common -------------------------------------------------------------------------------------------- exhaustion overtakes the individual.
4. Crisis Stage: When these feelings and -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------are some of the better-known symptoms of the crisis period. They may become acute.
5. Hitting the Wall Stage: The phrase "hitting the wall" is taken from athletics. It is said that a marathon actually begins at the "twenty-mile mark with six miles yet to go". It is at -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------the end of a professional career. While recovery from this stage may elude some, others may be resourceful enough to tide over the crisis.
Caldwell and lhrke (1994) have observed that when an individual burns out, there are five stages to his/her symptoms.
The individual who burns out ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. One cannot become emotionally exhausted uness there is first an emotional commitment.
The initial enthusiasm soon gives way to stagnation as the individual realises that he or she will not be able to solve all the problems the organization faces.
This leads to frustration --------------------------------------------------------------------------------------------------------------------------------------------------------------------------- problems are not being resolved.
This frustration may eventually lead to apathy towards the organization.
Eventually, the only way an individual --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- of counselling or, more likely, leaving the situation that caused the burnout.
Example 1-
--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Example 2-
Example 3-
TATA MOTORS strategies for managing Burnout
1. --------------------------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------. Effective communication can also change employee views. Managers can use
better signs and symbols which are not misinterpreted by the employees.
2. Encourage ------------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------. This will reduce role stress.
3. Grant the --------------------------------------------------------------------------------------, and greater responsibility.
4. The Company goals ------------------------------------------------------------------------------------------------ feedback on how
well they are heading towards these goals.
5. Encourage decentralization.
6. Have a fair ---------------------------------------------------------- and salary structure.
7. ----------------------------------------------------------------------------------------------- job enrichment.
8. Creates a -------------------------------------------------------------------------------- environment.
9. Have --------------------------------------------------------------------- procedure.
10. Appreciates the ------------------------------------------------------------------------- their targets.
3. Explain the concept of self empowerment, and Power enhancers of leaders in organizational set ups.
Explain power enhancers with examples you are aware of. Describe the context and the organization you are referring to.
Concept of self empowerment-
Being self-empowered is ---------------------------------------------------------------------------------------------–just what does that mean? Empowerment is considered to be made up of five components:
Your ------------------------------------------------- worth Your right ---------------------------------------------- choices Your --------------------------------------------------- to opportunities Your right ------------------------------------------------------- your own life Your ability to ------------------------------------------------ in which you live.
Being empowered goes beyond just having control over your own life and destiny; it encompasses a number of interrelated and interdependent factors.
Every time you allow someone or ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ your life, they have defeated and dis-empowered you.
Conversely, when you decide to be a self-empowered, loving, caring, person, the success and happiness that you desire will begin to attract the very people, events and milestones that re-enforce your empowered life.
When you understand that you -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- your life and the path you choose to set for yourself.
The core of the empowerment process is the individual. -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------like Mahatma Gandhi who demonstrated the highest degree of authenticity. He practiced what he preached.
Each individual needs to take charge of himself/ herself, and take steps for self-empowerment, Five lessons can be learned from Mahatma Gandhi about self-empowerment.
1. Develop a strong identity, mainly in relation to the race, class, country or vocation. This identity should give a sense of pride to oneself. Distinguish this identity from pseudo or narrow identities.
2. Break out of the narrow or pseudo identities, eg. of sex, language, caste, religion etc. In other words, empowerment means emancipation from narrow identities. This thought is at the core of the Indian culture. For example, -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. He used to say that he was first a mother and then a man. His emphasis on values of non-violence, caring, compassion, empathy etc. was to balance the tilt which was more on male values of confrontation, competition, aggression etc.
3. Expand your identity to larger identities - or connect with others. But before connecting with others, connect with yourself. After integration of the self, by connecting within with several aspects of the self, connecting with others add a qualitatively different dimension to empowerment. Individuals and groups are no more in isolation. Connecting is empowerment. With his deep identity of -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------, through his life, taught millions of young Indians these basic lessons of empowerment. Connecting with larger groups and significant individuals in other parts of world, gave a higher degree of empowerment. The youth during the freedom struggle used to participate in meeting to -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------over the world.
4. Gandhiji emphasized the need of going back to self whenever in doubt. Whenever his action resulted in unintended violence, he used to ---------------------------------------------------------------------------------- discussed his analysis with his colleagues. Gandhi's lesson was that the core of all empowerment is self, a liberated self strengthened with introspection and reflection.
5. And finally, he emphasized the need to go beyond the self and served other individuals, groups and the society. This was the link between individual empowerment and empowerment in the society. Gandhiji gave up his busy schedule, he used to find time to serve needy (eg. taking care of a -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------, Chapter 50 or what Mehta (1994) calls social achievement), along with internal locus of control is the basis of individual empowerment, and a building block of social empowerment.
Power enhancers of leaders in organizational set ups-
Leadership is increasingly seen as catalyst -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------tasks and from the use of his/her discretion in most routine matters. Let us take the example of house or vehicle allotment. A leader has directive influence if he/she uses his/her discretion to allot vehicles -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------enhancers rather than as leadership substitutes.
What are these power enhancers? Based on the research literature, and interviews with some senior Indian managers, a list of power enhancers was prepared, and then edited. Finally, the following 14 power enhancers were selected.
Professionalization-
Four enhancers fall within this category.
1. Competence Building: Professionalization is attained ------------------------------------------------------------------------------------------------------------------------------------------------------------- contributes to this the more competent people there are in an organization, the greater the opportunity the leader will have to exercise higher leadership functions.
2. Rewards System: Rewards play an important role in -------------------------------------------------------------------------------------------------------------------------------------------------------- to these, the leaders then have great resources available to them, adding to their overall power. In this way, rewards are very effective power enhancers.
3. Feedback System: A well- developed system of giving to the ---------------------------------------------------------------------------------------- by the leader. In fact, the feedback system in a releases time to leaders to perform this function.
4. Professionalism: A professional orientation in the ------------------------------------------------------------------------------------------------------------------ persons with expertise in their fields, use of appropriate technology, and periodical competence building of personnel at various levels. Leadership in a professional organization deals with functions at higher levels.
Team work:
Team work is an effective power ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ are common with the next factor and will be discussed later.
5. Strong Teams: "Strong and cohesive teams" are a major power enhancer. The more cohesive the teams are, the more the leader is able to exercise high- level power, leaving most of the internal matters to the teams.
6. Self-Governing Teams: When teams can -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------real leaders in attending to resource mobilisation, boundary management, competence building and consultation when needed by the group. Branches of organizations with enough autonomy have the same effect.
Formalization-
Informality in organizations -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------factor (tasks and roles) and are discussed first, followed by two others.
7. Satisfying Tasks: intrinsically satisfying tasks are likely to promote both formalization and team building. Well - designed tasks which are seen as worthwhile by ------------------------------------------------------------------------------------- contribute to the effective use of discretion by the concerned employees, and thereby enhance power in the system.
8. Rules and Procedures: Clear rules and procedures -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------, amenities etc. Although not directly related to team building, such rules reduce bickering and help in building of teams.
9. Organizational Structure: A clear well-defined structure helps in formalization. The structure reduces the leader's discretion in many -------------------------------------------------------------------------------------------------------------------------------------------------------------- the power available to increase expertise in the organization.
10. Management Systems: In effective organizations -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------well, without any need for the leaders to attend to them.
Expert Power-
Development of expert power in --------------------------------------------------------------------------------------------------------------------------- There are three enhancers in this category, one (staff functions) being common with the previous factor of formalization,
11. Staff functions: Advisory and staff functions ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ these help to develop expertise. Power is then distributed and gets multiplied, and strengthens the leader's ability to lead the organization.
12. Objective Rewards: when rewards are decided on -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------to a team. This will release the leader's time and energy for higher level tasks.
13. Spatial Distance: Divisionalisation -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------with the leader whose power is also enhanced.
Task Clarity and Autonomy-
There is- only one enhancer in this group, although self-governing teams can also be included here.
14. Task Clarity: Well defined --------------------------------------------------------------------------------------------- their power, as also the power of the leader who need not be bothered with these matters.
In brief, leaders can empower people and teams at. various level, thereby ------------------------------------------------------------------------------------------------------------------------------------ a 3 pronged approach to empowerment.
The organization I am referring here is Tata Steel.
Tata Steel Limited (formerly Tata Iron and Steel Company Limited (TISCO)) is an Indian multinational steel-making company headquartered in Mumbai, Maharashtra, -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------million tonnes after SAIL.
Tata Steel has manufacturing operations in 26 countries, including Australia, China, India, the Netherlands, Singapore, Thailand and the United Kingdom, and employs around -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------------------as per Brand Finance.
In Tata Steel leaders can empower people and teams at various level, thereby multiplying power in an organization.
1. Share --------------------------------- Share ---------------------------------------- information. Help --------------------------------business. Build ------------------------------------------ information Create ----------------------------------------- possibilities
2. Create ------------------------------ structure
Create a ------------------------------------------------------- little pictures Clarify --------------------------------------------- collectively Create new ------------------------------------------------------------- empowerment Establish new ------------------------------------------------------------ processes Use ------------------------------------- of training
3. Let teams ---------------------------- hierarchy
Provide ---------------------------------------- for new skills Provide ------------------------------------------------ for change Gradually ---------------------------------------------- of control Work ------------------------------------------------ stage Acknowledge the fear factor.
4. Briefly describe the forms of strategic alliances. Also describe briefly the tenets of strategic alliances. Draw from your experience or knowledge referring to the operational aspects of strategic alliances and critically analyse the reasons what makes or mars strategic alliances in organizational setups.
A strategic alliance is an agreement between two or more parties to pursue a set of agreed upon objectives needed while remaining independent organizations. This form of -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------will be greater than those from individual efforts. The alliance often involves technology transfer (access to knowledge and expertise), economic specialization, shared expenses and shared risk.
For example, an oil and natural gas -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------with an analytics company to improve its
Forms of strategic alliances-
There are a variety of arrangements for joint developments and alliances. Some may be very formalized inter-organizational relationships; at the other extreme there can -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------, the form of the alliance is likely to be influenced by asset management, asset separability and asset appropriability.
Thus, alliances may take the form of networks opportunistic alliances, subcontracting Iicenses and franshises, consortia, joint ventures and acquisitions and mergers.
Joint ventures are typically ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------two or more organizations in a joint venture arrangement and would typically be more focused on a particular venture or projects.
In joint ventures and consortia, the inter-organizational ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------on effects in that company. For example, expertise can be specifically used for the joint venture without its removal harming the parent organization.
As against joint ventures and consortia, networks are arrangements whereby two or more organizations work in collaboration whereby two or more organizations work in collaboration without formal relationships, but through a mechanism of mutual advantage and trust.'
More opportunistic alliances might also arise which are likely to be more focussed around particular ventures or projects, but may not be formalized. Such kind of alliances are more -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------if the assets involved were split off into a separate organization, there would be high risk of their being appropriated by another party involved. This is particularly found in the case of the know-how and skills of the different parties involved.
There may exist other arrangements in between the formal and informal ones, such as franchising, licensing, subcontracting. In franchising, the franchiser hold specific activities such as -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------advantages, for example, by setting up distribution or manufacturing in a country in which it would find problem in operation.
The concept of partnerships for profit and growth is nothing new. Businesses have long been inclined to lean towards this form of organizational arrangement for achieving cross-border growth. -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------, and policies Were oriented towards satisfying the home country shareholders. This arrangement did not create serious conflict of interests at the time, partly because of previous historical ties, and* partly because of the clearly understood teacher - disciple role of the partners.
The rationale for cross-border business partnerships, if anything, has become even more compelling than ever before, given the following megatrends
Explain ------------------------------------------ Universalization ------------------------------ and tastes Rapid dispersal ------------------------------------ rate of its obsolescence Internationalization ------------------------------------ markets The ------------------------------------------ competition
The implications of these developments are clear:-
The markets -------------------------------------------------------- to service efficiently The risks of technology --------------------------------------------------------- for forming alliances The internationalization --------------------------------------------------------------------------------------------------------------------
---------------------------------- in turn creates the need for local partners to foster investor confidence The emergence of --------------------------------------------------------------------------------- companies
Tenets of strategic alliances-
Tenet of Maximization-
Selfishness is the paradigm of the perfect joint venture. ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------gets more from it than the other. Therefore, the starting point is to short list the benefits that one can expect from the other.
Tenet of Flexibility-
Another fundamental principle of alliance is that the conditions governing the creation and the continuance of joint venture and other collaborative arrangements change ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------as essentially mortal enterprises, whose existence should be reviewed and if necessary, renewed at intervals instead of being assumed to be immortal.
However, no joint venture should start out with objectives common to both partners. The JVs between Godrej Soaps and Proctor & Gamble for marketing and distributing soaps and detergents and between Coca-cola and Parle Group for bottling and distribution of soft drinks disintegrated precisely because the objectives of the partners started overlapping.
It is, therefore, essential, to differentiate the gains ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------on getting their own objectives fulfilled, with the harmony between the objectives ensuring that there is no collision of visions. Titan industries even transferred its best selling - Aqura brand to the JV in order to make.it worth. Timex continued the relationship so that the protection afforded by the partnership was not withdrawn.
Tenet of Clarity In order to ensure smooth functioning of joint venture, it is imperative to delineate the roles and responsibilities of the partners. A crucial factor behind the smooth ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------to gain synergistic benefits. However, the role of the partners should be reviewed constantly in view of the change in the comparative advantages each partner will derive over a period of time.
Tenet -------------------- Addition
The basic premise of an alliance is a pooling of ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------conditions - not as stand-alone skills, but as supporting elements to their transnational partners' abilities.
Tenet of Autonomy
One of the basic requisites for the successful --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- leaves the effective management of his group's JVs to a management committee which meets at two-month intervals to iron out all issues relating to the partnership and meets the CEO's to review operations.
Further, the partners must have the ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------either partner would be better of by going it alone.
Tenet of ------------------------------
One of the reasons for the fall out of any form of alliance is ownership. At the time of formation of alliance, when the partners are unsure about the commercial viability of the alliance, ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------out the issue amicably. Otherwise, the venture's possibility of success will be killed.
Matching Tenet
At times, alliances collapse because one of the ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------to corner the soft drinks market.
It is, therefore, desirable for the partners to determine in advance the financial requirements of the venture, pattern of funding the requirements and audit their financing capacities. They should discuss issues threadbare so as to avoid any misunderstanding in future.
Operational aspects of strategic alliances and critically analyse the reasons what makes or mars strategic alliances in organizational setups with example-
Strategic alliances are partnerships in which ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------to accomplish some of these goals in the past, forming a strategic alliance is more cost-effective.
Starbucks
According to Rebecca Larson, assistant Professor of Business at Liberty University, Starbucks partnered with Barnes and Nobles bookstores in 1993 to provide in-house coffee shops, ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------NAACP, the sole purpose of which was to advance the company's and the NAACP's goals of social and economic justice.
Apple
According to "An Overview of Strategic Alliances," ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------in a "legally defensible" manner, according to a 2010 press release.
Hewlett Packard and Disney
Hewlett-Packard and Disney have a ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------, servers and workstations to create Disney's most technologically advanced attraction.
Eli Lilly
Pharmaceutical giant Eli Lilly has been forming alliances for nearly a century, according to its brochure, Power in Partnerships, and was the first in their industry to establish an office devoted to alliance management. Lilly currently has over one hundred partnerships around the world devoted to discovery, development, and marketing. For example, ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------and sell the product worldwide except in Japan, and the two companies will share rights in certain Asian countries.
Case study- With reasons what makes or mars strategic alliances in organizational setups-
Toshiba firmly believes that a single company cannot dominate any technology or business by itself. Toshiba’s approach is to develop relationships with different partners for different technologies. Strategic alliances form a key element of Toshiba’s corporate strategy. They helped the company to become one ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Conductor, Samsung, Siemens, Sun Microsystems and Thomson.
Toshiba formed an alliance with Apple Computer to develop multimedia computer products. Apple’s strength lay in software technology, while Toshiba contributed its manufacturing expertise. Toshiba created a similar tie-up with Microsoft for hand held computer systems. In semiconductors, Toshiba, ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------has helped it become a world leader in the production of memory chips.
The tie-up with IBM has enabled Toshiba to become ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------involved in the management of strategic alliances. This helps in building personal equations and resolving conflicts.
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