dynacorp
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 this issue, the company CEO shifted the organization structure from ‘functional’ to a ‘front/back’ organization design. This transformation however was not smooth and caused a ripple effect of problems. To iron out the problems, it was quintessential that Dynacorp identify the problem at the core.
This paper is an investigative attempt to deduce what the root cause of the problems was. I shall use the theory of ‘Political lens’ in my analysis of the organization.
Hypothesis: My hypothesis is that there is a conflict of collective interests happening at critical levels. I shall begin this paper by first defining the problem, defining political lens and then use it to elaborate upon power constructs and lastly use them to make recommendations.
The systemic factor in this case is ‘Blockers’. Blockers are defined as “ those whose opposition could delay or derail what you are trying to do”(Ancona, Kochan, Scully, Van Maanen and Westney, M2-42,2005). In this case, Dynacorp is trying to incorporate a new structure, ‘front/back’ design, which integrates the products and provides customers customized solutions. However, it has been found that there are individuals within the company whose motives and ‘interests’ are in disagreement with that of the senior management as suggested by Mr Walker.
Political lens
It is defined as that which sees the organization as an arena for competition and conflict among individuals, groups and other organizations whose interests
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 this issue, the company CEO shifted the organization structure from ‘functional’ to a ‘front/back’ organization design. This transformation however was not smooth and caused a ripple effect of problems. To iron out the problems, it was quintessential that Dynacorp identify the problem at the core.
This paper is an investigative attempt to deduce what the root cause of the problems was. I shall use the theory of ‘Political lens’ in my analysis of the organization.
Hypothesis: My hypothesis is that there is a conflict of collective interests happening at critical levels. I shall begin this paper by first defining the problem, defining political lens and then use it to elaborate upon power constructs and lastly use them to make recommendations.
The systemic factor in this case is ‘Blockers’. Blockers are defined as “ those whose opposition could delay or derail what you are trying to do”(Ancona, Kochan, Scully, Van Maanen and Westney, M2-42,2005). In this case, Dynacorp is trying to incorporate a new structure, ‘front/back’ design, which integrates the products and provides customers customized solutions. However, it has been found that there are individuals within the company whose motives and ‘interests’ are in disagreement with that of the senior management as suggested by Mr Walker.
Political lens
It is defined as that which sees the organization as an arena for competition and conflict among individuals, groups and other organizations whose interests