1. EXECUTIVE SUMMARY
3.1 Organisational Boundaries
3.2 Organisational environment
3.2.1 Analysis of the main forces affecting the profitability of industry sectors of WT/EAO
6 3.2.2 Analysis of the competitors of WT and EAO (using Greenley’s framework)
7 3.2.3 Analysis of the far environment
3.3 Organisational Culture
3.3.1 High-profile cultural symbols at WT and EAO
3.3.2 Low-profile cultural symbols at WT and EAO
3.4 Classification of the cultures according to Handy and Deal&Kennedy
11 3.5 Problems that face organisations on cultural changes
4. CHALLENGES AND OPPORTUNITIES
5. RECOMMENDATIONS & CONCLUSIONS
INDEX OF DIAGRAMS
Figure 3 1: Systems map covering the environments at WOLF THEISS Attorneys-at-Law (“WT”)
4 Figure 3 2: Systems map covering the SAP support services at EAO-Bratislava (“EAO”)
5 Figure 3 3: Forces governing competition of the legal industry
6 Figure 3 4: Porter Forces governing competition of the SAP technical services industry
7 Figure 3 5: STEEP Analysis of WT and EAO [
means similar influence on both organisations]
9 Figure 3 6: Classifying the cultures of WT and EAO with Handy’s cultures model.
11 Figure 3 7: Classifying the cultures of WT and EAO with Deal and Kennedy`s cultures model
11 Figure 3 8: Relevant Problems on Cultural Change (Hendry and Hope's Model)
12 Figure 4 1: SWOT Analysis of WT environments
1. EXECUTIVE SUMMARY
This report aims to explore and analyse the main relevant factors in the organisation’s external environment affecting our organisational work and the challengesor opportunities that they may present. The main goal is to recommend changes to the structure and/or culture in the light of the analysis done. The analysis has been also comparedwith another organization, as a result of the collaborative dialogue with anothermanager.
The following frameworks have been used for the analysis:
Porter’s, Greenley’s and STEEP´s frameworksfor the evaluationof the external environment and to illuminate the challenges and/or opportunities they may present.
Handy´s and Deal&Kennedy´s frameworks to explore and distinguish the existing different organisational cultures and to discuss the implications of these types of culture.
Hendry and Hope ´s model will help us to highlight how challenging cultural changesare.
Another aim is to analyse and evaluate the key challenges presented by the external environment and draw out relevant conclusions and recommendations of changes to the structure and/or culture of the organisation.
The report shows that the organisation is principally affected by economic, reputation and political factors. The evaluation of the competitors environment illuminates a high bargaining power of customers.
“WT” is a well reputated international law firm based in Vienna and operating in 12 countries in Central and Eastern Europe, with approximately 700 employees. The mission of the organisation is to fight for client interests and to provide them with genuine personal/professional services on long term. During the last 10 years the firm has grown up at very fast pace due to the economic boom in Austria and Eastern Europe. However, the recent economic downturn had an impact on the organisation.
The feedback and results of the collaborative dialogue with another manager have been integrated in the report. They stem from a suborganization of HP called EAO, based in Bratislava, which is providing professional IT services to many international companies across the world. EAOis committed to developing products, services and information that are accessible to everyone, including people with disabilities or age-related limitations. This commitment supports their company's diversity and "Total Customer Experience" objectives and helps ensure that the benefits of technology are available to all.
Please join StudyMode to read the full document