Organizational Architecture in Changing Competitive Environment：a Case Study of P Company

摘要

In business environment today there ale certain forces that change the competitivelandscape to become more fierce and volatile than ever before.Such changes in competitive landscape mean that there would be increasing pressure for anorganization to adapt in the new business environment in order to continuously thrivein the competition.Many big and stable organizations that used to be very prosperousand secure workplace are now experiencing downturn in this kind of newenvironment. The change of the external environment naturally influences the organizationalstructure.As we know,the way of how all organization is structured is the basic determinant of its productivity.In the world of increasing competition like this，asuperior organization design Can be a major competitive edge for an organization andprovide a sustainable solution for their competitive problem. Therefore，the focus ofthis paper is to study how the organization design changes inthe new business world.In the research，this paper adopts the case analysis studymethod.This paper selects P Company,a major retail company in Indonesia as its casestudy field.By using Galbraith’S star model and Nadler’S Input and Output Model，this paper has a purpose to explore the possible way for P Company to adapt theirorganizational structure in the volatile organizational environment while still remainsrelevant、with 0its OWII characteristics as organization,and then using this case study tofound an underlying solution all organization that facing a changing competitiveenvironment. Key words：Organizational Architecture;Organizational Design;Increasing Competitive Environment;

目录

英文文摘

Chapter 1 Introduction

1.1 Research background

1.2 Research Focus

1.3 Research methodology

1.4 Significance of The Research

1.5 Structure of the Paper

Chapter 2 Literature Review

2.1 Organizational Architecture: The importance of organizational design framework

2.2 Environmental Changes and Organizational Architecture

2.3 Multi-contigencies Theories: Holistic View of Organizational Architecture.

2.4 Summary of this chapter

Chapter 3 Case Study: an Overview

3.1 P Company: a General Introduction of the Company

3.2 Organizational Inputs

3.2.1 History

3.2.2 Resources

3.2.3 Environment

3.3 Current Organizational Architecture: Five Forces Analysis

3.3.1 Strategy

3.3.2 Structure

3.3.3 Business Processes and Lateral System

3.3.4 People

3.3.5 Reward

3.4 Organizational Output

3.4.1 Financial Performance

3.4.2 Customer Perspective

3.4.4 Stores Observation

Chapter 4 Organizational Architecture Analysis

4.1 Current Organizational Architecture Analysis

4.1.1 Current Strategy Analysis

4.1.2 Current Structure Analysis

4.1.3 Current Key Processes Analysis

4.1.4 Current Key People Analysis

4.1.5 Current Roles and Responsibilities Analysis

4.1.6 Current Information System Analysis

4.1.7 Current Perfomance Measure and Reward

4.1.8 Current Training and Development

4.1.9 Current Career Path Analysis

4.2 Changes in Competitive Environment Factor

4.3 Five Forces Analysis to Determine the Optimum Organizational Configuration

4.3.1 The Optimum Strategy Analysis

4.3.2 The Optimum Structure Analysis

4.3.3 The Optimum Business Processes and Lateral System Analysis

4.4.4 The Optimum People Analysis

4.4.5 The Optimum Reward Analysis

Chapter 5 General Conclusion of the Case Study Analysis

5.1 Organizational Architecture in Changing Environment

5.2 Strategy in Changing Environment

5.3 Structure in Changing Environment

5.4 Business Process and Lateral System in Changing Environment

5.5 People in Changing Environment

5.6 Reward System in Changing Environment

Chapter 6 Final Conclusion and Suggestion

6.1 Final Conclusion of the Paper

6.2 Limitation of the Paper

6.3 Suggestion for further studies

References

Acknowledgements