rahul DYNACORP CASE STUDY UNIVERSITY OF MASSACHUSSETTS BOSTON Introduction Dyna corporation‚ also famously recognized as Dynacorp‚ is a global information systems and communication company. Historically considered an industry leader‚ Dynacorp had a faithful clientele comprising tech-savvy consumers. However‚ since the 90s’ it found itself slowing down due to inefficiencies generated due to time lags caused by manufacturing and engineering departments. To address
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OF DYNACORP CASE The strategic design lens assumes organizations are deliberate‚ goal-achieving entities (Ancona‚ Kochan‚ Scully‚ Van Maanen‚ & Westney‚ 2005: M-2‚ 10). In this view‚ managers can achieve organizational goals by understanding the fundamentals of design and fitting design to strategy‚ as well as to the larger organizational environment (Ancona et al.‚ 2005: M-2‚ 12). In this paper‚ I discuss the five major elements of strategy – environmental fit‚ strategic intent‚ strategic grouping
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THE CASE OF DYNACORP The Dyna Corporation (Dynacorp) operates global information and communication systems. Dynacorp became the industry leader in 1960’s and 1970’s by producing the technological innovations. Dynacorp was known as a company whose products were innovative and high-quality. That’s why‚ Dynacorp grew rapidly and spreaded to international markets in that period. In 1990’s‚ the industry and market changed‚ Dynacorp couldn’t recognize the changes in the market and handle the high-costs
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DYNACORP CASE ANALYSIS The political lens sees an organization as “an arena for competition and conflict among individuals‚ groups‚ and other organizations whose interest and goals differ and even clash dramatically” (Ancona‚ Kochan‚ Scully‚ Van Maanen‚ & Westney‚ 2005: M-2‚ 33). It assumes that “In the political perspective‚ the roots of conflict lie in different and competing interests‚ and disagreements require political action‚ including negotiation‚ coalition building‚ and the exercise
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Analysis of the Dynacorp Case The political lens looks at an organization from the perspective of "how power and influence are distributed and wielded‚ how multiple stakeholders express their different preferences and get involved in or excluded from decisions‚ and how conflicts can be resolved" (Ancona‚ Kochan‚ Scully‚ Van Maanen and Westney M2-10) . It is an arena for competition and conflict among individuals‚ groups and other organizations whose interests and goals differ dramatically. The
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February 24th 2014 Notes module 2 Strategic design‚ political‚ and cultural 3 blind men n the elephant Our own schema – ongoing with experience‚ outdated or resistant to change Strategic design- look at how the flow of task or information is designed‚ how people r sorted into roles‚ m2-10 -looking at and understanding the organization (m2-13) Political- power and influences divided Cultural-how history has shaped the assumptions and meaning of people Dynacorp- always had a functional structure
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Strategic Organization Design The Need: Senior organizational leaders are constantly facing the need to restructure their organizations. Changes in leadership‚ a shift in strategy‚ or changing factors within an organization often create the need for reorganizing. Organization design is one of the most potent tools available to senior managers for shaping the direction of their organizations. It can be a key leverage point for directing attention and energy to certain critical activities
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organizational analysis is guided by an idea of how organizations work. There are three classic perspectives or “lenses” and each lens offers a different perspective through social and analytical science disciplines (Ancona et al.‚ 2004). The strategic design perspective emphasizes the efficiency and effectiveness of an organization to accomplish goals set according to the organizational standard. For over 45 years‚ Wal-Mart has been able to prove time and time again that they have set the bar for
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Dynacorp: Case Analysis MGT 636-52 February 3‚ 2012 Dynacorp: Case Analysis Introduction Dynacorp‚ officially The Dyna Corporation‚ is a major global information systems and communications company. It was originated as an office equipment company and moved in the 1960s and 1970s into high-technology applications. In the 1980s the company became an industry leader by being the first to provide innovative and high quality products. The demand for products was so high that customers were
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Business News Analysis Report Strategic Design Lens Restoring Wal-Mart Wal-Mart’s Strategies Strategic Design Lens sees the organization designed as social system to achieve their strategic goals. To begin the Strategic Design analysis we should first identify the strategic direction was being implemented by Wal-Mart. By the time to revolute the 45-years-old business model‚ a three-year strategic plan was raised by Eduardo Castro-Wright
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