Case Study Dydynacorp Essay - 669 Words

1) if you were on the Dynacorp task force, what would be your first choice for an alternative design? what would be your second choice? 2) Which of the problems of the current design would your chosen design address? what problems (if any) would it not address? Are there any new problems to which it might lead? 3) What linking and alignment mechanisms would you propose to make the â€Å"grouping† of your first choice design more effective? Organizational Behavior - Culture Lens Dynacorp Case Problems inside Dynacorp: When Dynacorp has changed its structure, there are problems of linkage and alignment in the light of Strategic Design Lens. According to the new structure, Research and Advanced Development Group and Business Units (BUs) are†¦show more content†¦It means that there is still no recognition that interests are very important for the BUs and their totally different interests and priority are not yet understood and analyzed. Moreover, while arranging the new structure, most of the leaders who came from the old engineering department became the heads of the BUs. As a result, they may have not yet had full power to control their BUs that consist of people from the old production, engineering and marketing departments. Therefore, it is necessary that Dynacorp maps the interests of different BUs, gets buy-in, builds network among groups and increases power of the heads of BUs. Structure change: Dynacorp has changed its culture to motivate employees by alteri ng its structure from the functional to front/back structure in order to bring them closer through account teams and by putting engineering and manufacturing functions together, but Dynarcop is still facing a big problem of creating a new organizational culture that matches with its new structure. Its people still work in the old manner and hold old concepts, beliefs, habits, norms, knowledge etc while the new structure requires new knowledge, skills, concepts and so forth. Even though the structure has changed for 2 years, its employees are still in the dark to find out themselves ways to adapt to the new structure and fulfill their new functions.