Slides attempts to solve the dynacorp case study; it contains many subtle aspects that have a strong bearing in understanding leadership under contemporary conditions.

1. DYNA CORP INTEGRATED
CASE STUDIES:
Presenter:
Muhammad Saad Mazhar

2. INTRODUCTION:
 Dyna Corporation since 1960.
 They Possess Loyal Customers
 Growing Competition
 Organizational Structure
 Overwhelming Engineering Division
 Following Reinvention

3. PAST HISTORY OF DYNA CORP:
 Started in earnest during 1960s
 Customers high level of affinity with their brand
 Company’s grew at a very fast rate
 Expansion into Europe, Asia, and Latin America
 Dyna corp was first to the market with innovative
and high-quality products.

4. KEY ELEMENTS OF DYNACORP
 Organization design of dynacorp
 Formal hierarchy of positions, with clear line of
authority.
 Established boundaries for each department and
sub units.
 Standardized training and career paths.
 Formal rules and standard operating procedures.

5. KEY ELEMENTS OF LENSES

6. KEY ELEMENTS OF STRATEGIC LENS:
 Basic Structures
 Strategic Linking
 Alignment
 Form of Interdependence
 Strategic Organizational Design Process
 Why we study Strategic Lens?

7. FORMS OF INTERDEPENDENCE
Pooled
Sequential
Reciprocal

8. FUNCTIONAL GROUPING STRUCTURE

9. BUSINESS OR PRODUCT DIVISION STRUCTURE

10. MARKETING GROUP STRUCTURE

11. FUNCTIONAL/PRODUCT MATRIX

12. FRONT/BACK STRUCTURE

13. KEY ELEMENTS OF POLITICAL LENS:
 Interests of employees within different divisions.
 Interests of different divisions and power
 Informal Networks (Trust, Advice, Communication)
 Why we study political lens?

14. KEY ELEMENTS OF CULTURAL LENS
 Symbols in culture, Culture refers to the symbolic or
expressive side of human life
 . Actions, objects, and ideas that carry specific
meanings to particular groups and hence stand for
something.
 Subculture and control
 Why we study cultural lens?

15. CULTURAL DIAGNOSIS OF ORGANIZATIONS
 Important features of the cultural lens on
organizations:
 Symbols and meaning
 Identity
 Social control
 Subcultures
 Habits and history

16. QUESTIONS WE ASK TO ORGANIZATIONS TO ELICIT THEIR
RESPONSES ABOUT A PARTICULAR MATTER
 What are the espoused values of the organization
and how are they transmitted? How widely are
these shared?
 What is the emotional atmosphere in the
organization (confident, anxious, contentious, etc.)?
 What individuals are held up as exemplars? Who is
identified as a good manager or a good worker?
What does this reveal about the basic cultural
assumptions?

17. CONTINUES…..
 Who has power and status in the organization?
 What are key areas of conflicts? Who are the key
actors in the conflict?
 Who benefits most from the current patterns in the
organization, and why?

18. PROBLEMS OF DYNACORP
Strategic Lens Political Lens Cultural Lens
Functional Structure
had not been working
for dynacorp, the
alternative structures
have their own pros
and cons
Multiple interests of
employees hamper
the revival of
dynacorp.
Diversity due to
expansion increases
the differences among
the employees owing
to different race, age,
etc.
Lack of liaison sprout
up owing to expansion
among europe and
USA
Different interests of
divisions could not
justify the sole
trajectory of the
organization.
Focus on subcultures
emphasizes
segmentation of
organization culture
Weak alignment
prompts the
employees to not work
as much as they
should
Overwhelming power
of engineering division
wield influence over
other divisions
unevenly
Pooled
Interdependece is
high

19. PROBLEMS WITH STRATEGIC LENS
 Functional Structure and front/back structure had not
been working for Dynacorp, all three divisions were
finding difficulties to depict any change.
 Lack of liaison among the three division were rife. i.e
owing to the expansion of their business operations, like
Europe, USA and other countries.
 Weak alignment was prohibiting the company to
transpire any change.
 Pooled Interdependence among the divisions, like
engineering, marketing and manufacturing, was quite
high.

20. PROBLEMS WITH POLITICAL LENS
 Multiple interests of employees hampering
dynacorp to keep their company on track.
 Different collective interests of divisions, like
engineering, marketing and manufacturing had
been obstructing the company to promote change
or to meet their objectives.
 Overwhelming power of engineering division, yields
the influence over top management owing to their
large share in the organization.

21. PROBLEMS WITH CULTURAL LENS:
 Diversity of employees owing to substantial
expansion of their business especially in USA and
Europe; crop up problems for the company to stay
on the lucrative course.
 Focus on subcultures emphasizes segmentation of
organization culture like age, sex, religion etc; such
segmentations distanced the employees from each
other to the max.

22. PROPOSED ACTIONS
Strategic Lens Political Lens Cultural Lens
Remove layers from
hierarchy to let
everyone in dynacorp
to have a say in
organization matters.
Distribute power
evenly among the
three divisions of
dynacorp
Build harmony among
the 3 major divisions
to alleviate the gaps of
communication
Empower the
employees to put in
place on time delivery
of their products
Mobilizing their sales
force to let them
aware as to how they
should exploit their
inherent power
Bring In Dicee
Products to negate the
effect of rising
competition across the
target market.

23. PROPOSED ACTIONS FOR STRATEGIC LENS:
 Remove layers from the hierarchy of dynacorp
so as to give everyone the privilege to
contribute his or her views in organization
matters.
 Empowering employees with the intention to satisfy
the customer demands especially to put in place on
time delivery.
 Bring In Dicee Products (Deep, intelligent,
complete, empowering, and elegant) in order to rise
above against their contemporaries.

24. PROPOSED ACTION FOR POLITICAL LENS:
 Distribute legitimate authority evenly, for the
purpose of making the company stable.
 Mobilizing their company job holders to aware them
the merits of exploiting their inherent power.
PROPOSED ACTION FOR CULTURAL LENS:
 Build harmony among the 3 major divisions to
alleviate the gaps of communication and other
cultural barriers

25. ABSTRACT:
 Burgeoning Since 1960
 1990 onset, owing to growing competition
 Suspicious organizational Structure
 Internal and External Investigation
 Front/Back Design
 Customer operations

26. CONTINUES……
 Three Geographic Divisions
 Each branch covers the entire geography division.
 After the reorganization, the company is still
struggling.

27. STUDY QUESTIONS:
 Why Dynocorp products are not competitively
priced with the intention to negate the influx of
fledgling firms who foresee significant gaps in the
market?
 How come the employees have not been showing
any proactive response against the reorganization
of Dynacorp?
 Why the organization has been relying too much
upon Engineering Division?

28. CONTINUES……
 Keeping sales force in mind, why Dynacorp
employees are not capable of selling the solutions
as opposed to selling products?
 Why the alternatives, other than front/back
structure, have been not selected for Dynacorp?

29. THE CHALLENGE
 The Role
 The Situation
 Visits and Discussions
 Mr. Greystone (Executive Vice President)
 Mr. Walker (Vice President, North East Region)
 M. Pauley, Branch Manager
 Visit to a meeting of sales team.

30. WHAT HAPPENED?
 Dynacorp, in the throes of intense competition
 Functional Structure was not fulfilling their need.
 Fall back on Front/back Structure
 Still the company is struggling.
 Recrimination among the divisions still continues

31. SUMMARY:
 Dyna Corporation
 As competition increases, the blame game among
division crop up.
 Over the Hill Functional Structure, so they fall back
on Front/back Structure.
 Still the Problems haven’t alleviated.

32. SUGGESTIONS:
 The Management should involve the feedback of
employees and make rational decisions right on the
factory floor.
 Start mobilizing their sales force to sell solutions as
opposed to products.
 They should provide incentives to their job holders
with the aim to dedicate themselves to their crafts.

33. CONTINUES….
 Put in place proactive strategies to at least get
themselves on a par with the rest of the
competitors.
 Build harmony among the 3 major divisions by
mounting amicable events and parties.
 Keep abreast of latest trends and outlook of their
market.
 Unravel the differences to rise above their
contemporaries.

34. CONCLUSION
 Dynacorp has been in the throes of difficulties.
 Their new front/back structure still not effective for
Dynacorp
 Recrimination and other difficulties still persist
within organization.
 Role playing is also mentioned in the c.study.

35. FEEDBACK IS WELCOME