Norge Electronics Portugal S
Case Analysis: Norge Electronics (Portugal), S.A.
Organizational Design and Management, Prof. S. McGuire
June, 29th 2014
Problem statement:
Nevertheless Norge Portugal is achieving high sales results, there seems to be disconnect between the type of changes that is enforced by Joao Silva in the organizational climate and his conflicting management style. Joao Silva’s management style was shark which did not correspond to the entrepreneurial culture and the type of change that the organization had to make. This has caused employee dissatisfaction that was evident from a climate survey delivered by external consultant and which showed relatively low employee overall satisfaction results (for 6 out of 10 categories).
Analysis:
Strategy: Analyzer strategy as per Miles and Snow Framework1 as company analyzes the customer processes/ equipment closely before making any changes to the technology and at the same time maintain a balanced portfolio of products with stable income generators.
Distinctive Competence: Exceptional Customer Service delivered to textile industry. As distinctive competence Norge Productivity Index – Valuable to customers; No analog on market; Difficult to imitate and fully supported by organization (Barney/Wright, 1998)2
Structure: Functional structure with a General Director on top (Lars Jorgensen), 4 divisions below him with relevant Department Directors: Customer Controller Department (Nuno Abrantes), Sales Department (Ole Halverson), Service and Maintenance Teams (Henrique Fonseca) and Administrating Department (Joao Silva).
Organizational Culture: Entrepreneurial leadership enforced by Lars Jorgensen and covering the 12 dimensions of entrepreneurial organizational culture3 as outlined in McGuire, S/ Hay Group, Increasing Organizational Entrepreneurship. This however was impacted by the changes made by Joao Silva as latter tried to enforce a completely different approach.
Joao Silva was driving several organizational changes trough ought
Organizational Design and Management, Prof. S. McGuire
June, 29th 2014
Problem statement:
Nevertheless Norge Portugal is achieving high sales results, there seems to be disconnect between the type of changes that is enforced by Joao Silva in the organizational climate and his conflicting management style. Joao Silva’s management style was shark which did not correspond to the entrepreneurial culture and the type of change that the organization had to make. This has caused employee dissatisfaction that was evident from a climate survey delivered by external consultant and which showed relatively low employee overall satisfaction results (for 6 out of 10 categories).
Analysis:
Strategy: Analyzer strategy as per Miles and Snow Framework1 as company analyzes the customer processes/ equipment closely before making any changes to the technology and at the same time maintain a balanced portfolio of products with stable income generators.
Distinctive Competence: Exceptional Customer Service delivered to textile industry. As distinctive competence Norge Productivity Index – Valuable to customers; No analog on market; Difficult to imitate and fully supported by organization (Barney/Wright, 1998)2
Structure: Functional structure with a General Director on top (Lars Jorgensen), 4 divisions below him with relevant Department Directors: Customer Controller Department (Nuno Abrantes), Sales Department (Ole Halverson), Service and Maintenance Teams (Henrique Fonseca) and Administrating Department (Joao Silva).
Organizational Culture: Entrepreneurial leadership enforced by Lars Jorgensen and covering the 12 dimensions of entrepreneurial organizational culture3 as outlined in McGuire, S/ Hay Group, Increasing Organizational Entrepreneurship. This however was impacted by the changes made by Joao Silva as latter tried to enforce a completely different approach.
Joao Silva was driving several organizational changes trough ought
References: McGuire, S. J. Norge Electronics (Portugal), S.A. Barney/Wright. (1998). Sources of Sustainable Competitive Advantage. Hofstede. (n.d.). http://geert-hofstede.com/portugal.html. Retrieved June 23, 2012, from http://geert-hofstede.com/portugal.html: http://geert-hofstede.com/portugal.html McGuire, S. J. (April 2009). NOTE ON CONFLICT MANAGEMENT PREFERENCES. McGuire, S. J. (April 2009). NOTE ON NC ASSESSMENT McGuire, S. J. (July 2008). NOTE ON JOB SATISFACION AND ITS MEASURES McGuire, S. J. (July 2008). NOTE ON TEAM EFFECTIVENESS, CREATIVITY, AND INNOVATION McGuire, S (May 2009), Entrepreneurial Organizational Culture/ ; McGuire, S (April 2009), Note on Business Model Vs Business Strategy. McGuire, S/ Hay Group, Increasing Organizational Entrepreneurship McGuire, S (2008) , Managing change in non-profit organizations