mgt5557 structure & hr fall 2010 campbell bailyn mens wearhouse

7/27/2019 MGT5557 Structure & HR Fall 2010 Campbell Bailyn Mens Wearhouse

http://slidepdf.com/reader/full/mgt5557-structure-hr-fall-2010-campbell-bailyn-mens-wearhouse 1/49

MGT5557: Structural andHuman Resource Frames

Fall, 2010



Agenda

Frames and Reframing

Structural Frame: Introduction

Campbell & Bailyn’s Boston Office Human Resource Frame: introduction

Men’s Wearhouse



Next class: Leadership in Action

Organization simulation: observe andpractice leadership under challengingconditions

Pay to play: bring $10 cash forsimulation working capital

Your $10 investment will be in play and

at risk in the simulation



Where We’ve Been

Theories for action: espoused theory vs.theory-in-use

Ladder of inference – data vs. inference and

interpretation Framing is a form of inference, an

interpretive process

Organization structure

Structure needs to align with task,technology, environment

Differentiation and integration as core issuesin structure



What is a frame?

"Frames are principles of selection, emphasis andpresentation composed of little tacit theoriesabout what exists, what happens, and what

matters.“ (Todd Gitlin) Window:

An aperture that influences what you see and notice,and how you interpret it

What you see and how you understand your situation

depend on the window you use



Frame as window



What is a frame?

Window: A window on the world that influences

what you see and how you interpret it

Tool: an implement for performingtasks Important to have right tool for job

Skill matters: having a tool isn’t thesame as knowing how to use it



What is a frame?

Window:

Tool: an implement for performing

tasks Perspective: a set of related ideas, a

story-line, that gives order andmeaning to disparate bits of data



Framing

“To frame is to select some aspects of a perceivedreality and make them more salient…in such away as to promote a particular problem definition,causal interpretation, moral evaluation, and/or

treatment recommendation.” (Robert Entman) Is automatic and usually tacit

We frame to make sense -- when we encounter newinformation or situations, we use our experience andknowledge to develop a frame that resolves

ambiguity and creates meaning Example: The City



True, False or Don’t Know?

1. A man appeared after the owner had turnedoff his store lights.

2. The robber spoke with a strong accent.

3. It was summer when this incident occurred.4. The man who opened the cash register was the

owner.

5. The man who demanded money scooped up

the contents of the cash register and ranaway.

6. A businessman had just turned off the lightswhen a man who spoke with a strong accent

appeared in the store.



True, False or Don’t Know?

7. Money from the cash register was scooped upby someone.

8. The details of this event were promptly

reported to a policeman.9. The owner scooped up the contents of the cash

register and sped away.

10.The following events occurred: someone

demanded money; a cash register wasopened; its contents were scooped up; and theman dashed out of the store.



Framing

Is automatic We frame to make sense -- when we

encounter new information or situations,

we use our experience and knowledge todevelop a frame that resolves ambiguityand creates meaning

When framing fails, we have trouble

making sense (example on next slide)



Ли Болмэн

Лидерство и Стратегия



Ли Болмэн

Li Bolmen

Лидерство и Стратегия

Liderstvo i Strategia



A Structural View

Metaphor: complexmachine

Leader: analyst, architect

Strategy: do yourhomework, analyze,design new approach,implement

Focus: data, logic,

structure, plans, policies



Alfred P. Sloan at General Motors

Appointed CEO 1923

In first year, GM’sshare dropped from 20to 17%; Ford’s

increased to 55% GM passed Ford 5

years later

Structure Sloaninherited: feudal

baronies One option: functional

organization



B.C. Ministry of ManagementServices

http://www.bcbudget.gov.bc.ca/sp2004/mser/mser_appendix1.htm

http://www.bcbudget.gov.bc.ca/default.htm

http://www.bcbudget.gov.bc.ca/sp2004/mser/mser_appendix1.htm

http://www.bcbudget.gov.bc.ca/default.htm



Alfred P. Sloan at General Motors

Appointed CEO 1923

In first year, GM’s sharedropped from 20 to17%; Ford’s increased to55%

GM passed Ford 5 yearslater

Structure Sloaninherited: feudal barony

One option: functional

organization Structure he built:

product divisions withstrong central staff



Two central issues instructuring:

Differentiation: How to divide up thework (roles, units, etc.)

Integration: how to coordinate andtie things together once they’redivided up



Options for dividing the work:



Integration: pulling it together

Formal vs. informal

Vertical

Authority

Policies, procedures, rules

Systems (accounting, I.T.,etc.)

Incentives

Lateral

Committees, teams, task forces

Coordinating roles

Networking



Structural Configuration

Mintzberg’sFives

Strategic apex

Middlemanagement

Operating core

Technostructure

Support staff



Why cases?

Virtual tour: learn from immersion in differentissues and contexts

Application of theory to practice

Goal is not “right answer” but learn ideas andconcepts that let you think better about issues andchallenges that cut across this case and

Diagnostic skills: increase ability to size up situationsand answer two key questions: what’s happening,

and what needs to be done? Test your ideas against others’ ideas



Team Discussion Questions:

What’s changing in the industry that’saffecting C&B?

What were the strengths and

weaknesses of the old organization?

What are the strengths and weaknessesof the new organization?

What’s up with the change inperformance appraisal?



Why Restructure?

The environment shifts

Technology changes

Organizations grow

Leadership changes

Troubled firms

Impulsive firms

Stagnant bureaucracies Headless giants



Campbell & Bailyn’s BostonOffice: the context

What’s changing in the industrythat’s affecting C&B?



Campbell & Bailyn’s BostonOffice: the context

What’s changing in the industry that’saffecting C&B?

Declining margins of traditional products

(commoditization) More specialized and complex products

More sophisticated customers

Shift in power balance from generalists to

specialists

Customers need more expert advice onesoteric products



Campbell & Bailyn’s BostonOffice:the old organization

What were the strengths andweaknesses of the old

organization?



Campbell & Bailyn’s BostonOffice:the new organization

What are the strengths andweaknesses of the new organization?




Is KAT an improvement?




What changed in terms ofperformance appraisal?



Mintzberg’s StructuralConfigurations

Simple Structure

Machine Bureaucracy

Professional

Bureaucracy Divisionalized Form

Adhocracy




Simple Structure

MachineBureaucracy

ProfessionalBureaucracy

Divisionalized Form

Adhocracy




Simple Structure

Machine Bureaucracy

Professional


Adhocracy




Simple Structure

Machine Bureaucracy

Professional

Bureaucracy Divisionalized

Form

Adhocracy




Simple Structure

Machine Bureaucracy

Professional


Adhocracy



Generic Issues in Restructuring: eachcomponent exerts distinct pressures

Strategic apex: pushes for morealignment, centralization

Middle managers try to protect

autonomy and room to run their ownunit

Techno structure pushes forstandardization, promotes measurement

and monitoring Support staff prefers less hierarchy,

more collaboration



Structural wrap-up

How would you describe KenWinston’s management approach?

How well has he led the changes?

Should he do anything different?

What do we learn about structure andstructural change?



A Human Resource View

Metaphor: Extendedfamily

Leader: servant,catalyst

Change strategy:build relationships,listen, educate, beopen, empower others

Focus: skills,attitudes, teamwork,communications



Men’s Wearhouse



http://www.youtube.com/watch?v=w0J80ppIGWo







Men’s Wearhouse

What are the central concepts andassumptions of the human resourceperspective?

How has Men’s Wearhouse been sosuccessful in a competitive, decliningindustry?



HR Practices

Develop and implement HRM strategy

Hire the right people

Keep them

Invest in them

Empower them

Promote diversity



Investing in people

Would similar practices work in otherindustries, or is there somethingspecial about retailing?

Would these practices work in yourworkplace?



Men’s Wearhouse:Update

As of January, 2010, 1259 stores

581 Men’s Wearhouse

458 Men’s Wearhouse & Tux

117 Moores (Canada)

107 K&G (discount chain)

Financials

2007: $2.1 billion sales, $147 million net

2009: $1.9 billion sales, $46 million net

mgt5557 structure & hr fall 2010 campbell bailyn mens wearhouse

Documents