Learning Lab Denmark Case Study

Topics: Management, Employment, Leadership, Research, Organization, Organizational studies / Pages: 10 (3402 words) / Published: Jan 16th, 2015
Executive Summary
The Shackleton’s Antarctic expedition, from 1914 to 1916, is a compelling story of leadership when disaster strikes again and again. In words of David Foster Wallace, Real leaders are people who help us overcome the limitations of our own individual laziness and selfishness and weakness and fear.
Q1;- Has designing and leadership at Learning Lab Denmark been effective so far? Why/Why not? What about Organizational Culture?

A1:- Organizational design is the pillar of any organization. It is the deliberate process of configuring structures, processes, reward systems, and people practices to create an effective organization capable of achieving the business strategy. It is ongoing process and simply a vehicle for accomplishing the strategic tasks of the business. A well-designed organization helps everyone in the business do his/her job effectively. A poorly-designed organization (or an organization by default) creates barriers and frustrations for people both inside and outside the organization.
Organizational design affected by few key factors, which are:
1. Strategy
2. Environment
3. Technology
4. HR

Learning Lab Denmark was the "Research and Development Institute" which was established by the help of Danish Ministry of Business and Industry, the Ministry of Research and the Ministry of Education and the Private sectors. Like every organization, in LLD, there was an Organizational design to perform its job smoothly. In that organization, there was a central unit which conducted all the the jobs like Management, Communication and Culture activities called "Secretariat". It was an independent organization but affiliated with the Danish Pedagogical university (DPU). In LLD, there were two senior managers, one was managing director and other was a research director. Research director was responsible for research jobs which were going on in all Consortia. The MD was to report to the boards and to oversee the organization's daily operations.

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