Organizational Design Jensen
CONTENTS
1. Background .......................................................................................................................... 1
2. Open System Model: Current and Desired State ............................................................... 2
3. Root Cause and Symptoms identified in Jensen Fine Furniture ...................................... 3
3.1 Primary Problem – Poor Management of Network Development ............................................ 3
3.2 Secondary Problems ....................................................................................................................... 4
3.2.1 Secondary Problem #1: Jensen’s retained team not in place ............................................... 4
3.2.2 Secondary Problem #2: Jensen’s retained team lacks required skills and poor knowledge transfer ................................................................................................................................. 4
3.3 How this identified companies affected the company? .............................................................. 5
4. Intervention Plans for Jensen Fine Furniture .................................................................... 6
4.1 Concept Fan ..................................................................................................................................... 6
4.2 Mind Maps ........................................................................................................................................ 7
5. Recommendations ............................................................................................................... 8
6. Conclusion ..........................................................................................................................10
7. References...........................................................................................................................11
8.
1. Background .......................................................................................................................... 1
2. Open System Model: Current and Desired State ............................................................... 2
3. Root Cause and Symptoms identified in Jensen Fine Furniture ...................................... 3
3.1 Primary Problem – Poor Management of Network Development ............................................ 3
3.2 Secondary Problems ....................................................................................................................... 4
3.2.1 Secondary Problem #1: Jensen’s retained team not in place ............................................... 4
3.2.2 Secondary Problem #2: Jensen’s retained team lacks required skills and poor knowledge transfer ................................................................................................................................. 4
3.3 How this identified companies affected the company? .............................................................. 5
4. Intervention Plans for Jensen Fine Furniture .................................................................... 6
4.1 Concept Fan ..................................................................................................................................... 6
4.2 Mind Maps ........................................................................................................................................ 7
5. Recommendations ............................................................................................................... 8
6. Conclusion ..........................................................................................................................10
7. References...........................................................................................................................11
8.
References: 1. Barry Oshry, “Seeing Systems: Unlocking the mysteries of Organisational Life”, BerrettKoehler Publishers Inc, 2nd edition, (2007), pg 5-24, pg 53-57 2 Times and Prentice Hall, Pearson Education Limited (2006). (2006): pg 38-44 4 Change. 9th ed. Cengage Learning, 2009: 157, pg 89-96 5 8. E.C. Martins, F. Terblanche, (2003) "Building organisational culture that stimulates creativity and innovation", European Journal of Innovation Management, Vol 11. Huntley, Helen. "Five Reasons Why Offshore Deals Fail." Gartner, Stamford, CT(2005) 12 13. John Child. 1972. “Organisational Structure, Environment and Performance: The Role of Strategic Choice.” Sociology Volume 48 (Issue 5). 15. Mirvis, Philip H., and Christopher G. Worley. "Organizing for sustainability: why networks and partnerships?." Organizing for Sustainable Effectiveness 3 (2013): pg 1-34 16. Nicholas Clarke. 2005. “Transorganisation Development for Network Building.” Journal of Applied Behavioral Science Volume 41 (Issue 41). avoid." Journal of Business Strategy 25, no. 2 (2004): pg 37-42 18 of Organisational Change”, Berrett-Koehler Publishers Inc, (2006), pg 18-27, pg 52-62 20