Diagnosing Organizations by Michael I. Harrison

Author:Michael I. Harrison [Harrison, Michael I.]
Language: eng
Format: epub
Tags: Business & Economics, Organizational Behavior, Social Science, Research
ISBN: 9780761925729
Google: kO8IL-SJJPYC
Publisher: SAGE
Published: 2005-01-15T03:35:42+00:00

The following discussion illustrates the importance of design tools such as these and reviews important design issues that arise at the interorganizational, organizational, and divisional levels.

Alliances among Organizations

An increasing number of organizations are forging ties with other organizations. These may be contractual links and other specialized forms of cooperation; more enduring and broader network collaborations; or strategic alliances, including joint ventures and partial ownership arrangements. Diagnosis of current interorganizational ties and assessment of proposed linkages can examine fits between organizations and fits among their system subcomponents (Bluedorn & Lundgren, 1993). In general, the greater the proposed integration of management procedures and cultures, the greater the need for system fit between partners (Osborn & Baughn, 1993). Strategic alliances pose two diagnostic issues: First, how good is the fit between the partners' management procedures and cultures? Second, if fit is poor, do the managers within one of the organizations have the ability and desire to change their organization to achieve fit (Cartwright & Cooper, 1993)?

To address these diagnostic issues, practitioners can interview or survey people involved in a merger or strategic alliance. The practitioner would examine the alliance's anticipated or current impact on administrative practices, the image and culture of the organizations, and the staff of both organizations (Buono & Bowditch, 1989). Feedback from the groups affected by a merger or strategic alliance can help top management plan steps that will facilitate the alliance and deal with the plurality of needs, cultural orientations, and interests among the participants in the new venture. To facilitate management or planning of design changes, practitioners can also conduct workshops in which clients review systematically the benefits they seek to achieve by proposed or current alliances and likely risks and costs of such alliances.

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