Performance Management Case Study
CONTENT TABLE
1. EXECUTIVE SUMMARY 3
2. INTRODUCTION 4
3. EVALUATION 4
3.1 Organisational Boundaries 4
3.2 Organisational environment 6
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 9
3.3 Organisational Culture 10
3.3.1 High-profile cultural symbols at WT and EAO 10
3.3.2 Low-profile cultural symbols at WT and EAO 10
3.4 Classification of the cultures according to Handy and Deal&Kennedy 11
3.5 Problems that face organisations on cultural changes 12
4. CHALLENGES AND OPPORTUNITIES 12
5. RECOMMENDATIONS & CONCLUSIONS 13
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 13
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:
1. EXECUTIVE SUMMARY 3
2. INTRODUCTION 4
3. EVALUATION 4
3.1 Organisational Boundaries 4
3.2 Organisational environment 6
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 9
3.3 Organisational Culture 10
3.3.1 High-profile cultural symbols at WT and EAO 10
3.3.2 Low-profile cultural symbols at WT and EAO 10
3.4 Classification of the cultures according to Handy and Deal&Kennedy 11
3.5 Problems that face organisations on cultural changes 12
4. CHALLENGES AND OPPORTUNITIES 12
5. RECOMMENDATIONS & CONCLUSIONS 13
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 13
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: