Case Study Mercy Corps Essay

Introduction At the cardinalth semiannual favor Corps lead conference in November 2006 executive leadership described the well-k directlyn, internal complications at mercy Corps as a large memorial tablet ($194 million budget in 2006) that has to focus on two core beas international relief and development (Grossman & King, 2008). The status of the organisation was examined in detail by the Harvard Business work font domain and a number of problems were revealed. This analysis is based on the information provided by the case study and addresses four issues.The first contribution discusses three forms of distinction and how they are relevant to mercy Corps. The second section addresses the five distinguishable forms of integrating in an organization. The third section evaluates the use of distinction and integration in the organization and the success of specialization and integration. In the last section I examine whether favor Corps is a mechanistic organization or organic organization. Changes in Differentiation As discussed in association and in assigned reading for PUB M 511 there are three forms of note.This is essentially how an organization divides its labor into distinct tasks and then coordinates them (Hodge & Anthony, handout). Hodge & Anthony contrive defined the three forms of differentiation as 1. Horizontal differentiation differentiation of work into tasks at the same level of organization. 2. Vertical differentiation role of work by level of authority, hierarchy, or chain of command. 3. Spatial differentiation refers to geographical dispersion. every(prenominal) three forms of differentiation are relevant to describe issues in the Mercy Corps case.Horizontal differentiation is clearly sheer when the four course directors formerly supervising 40 country directors were replaced by hexad regional design directors. Effectively, a new department was added and the inform structure was changed so that country directors we re now proclaiming to their respective regional director who reported to the Portland, OR HQ and not the program directors in Portland, OR. Because the reporting structure was changed the country directors now had one more(prenominal) step before reaching the HQ.On the other hand country directors now had a faster response rate for questions that were not critical. Vertical differentiation was likewise apparent at Mercy Corps. One example of straight differentiation at Mercy Corps was Zimmermans position. Originally program directors reported to the president but now regional program directors (replaced the four program directors) reported to Zimmerman. This removed the president from the regional program directors it too helped the president focus on strategic initiatives and become the face of the organization instead of the day-to-day administrative functions.Mercy Corps had a inviolable sense of spatial differentiation. With 3,000 team members spread out across the initi ation the organization had a strategy that kept the teams abroad aligned with the missionary station. All teams, despite their geographical locations, align their country goals to their greater vision and mission of Mercy Corps. Although country directors get great autonomy in how they clear their program and where their funding comes from they still are working towards a divided up goal. Changes in Integration Many of the forms of integration were signifi undersurfacet in the Mercy Corps case.As defined by Hodge & Anthony in the handout provided in class the Five Forms of Integration are defined as 1. formalisation utilization of formal rules, policies and procedures. 2. Centralization of decision-making or authority refers to the place in the hierarchy where decisions are made. 3. Span of Control refers to the number of immediate infantryman positions a managerial position controls or coordinates. 4. Standardization integration dismiss be achieved through a process, input ( homophile resources and materials), and output normalisation. 5.Nonstructural kernel for integration refers to the coordination mechanisms including liaison roles, teams, culture, information systems, and communication processes. The Mercy Corps case starts out using formalization at the country director president. communication channels are well defined and employee and cater know whom they report to. After the addition of regional directors another layer was added to the communication process. The policies and procedures were hold and understood by all employees and staff and followed so that funding and program goals could be met.Centralization was not unmistakable at the organization level. It was evident at the country level, where country directors were given permission to running their programs in the most efficient way for that country. Span of control was reasonable for the staff of Mercy Corps. Previously the four program directors had 40 direct reports. This ch anged when six regional program directors. period span of control was manageable the standardization process was not. The human resources team small compared to other organizations of the same size.The human resources team also was based primarily out of the Portland, OR superpower with one person in Scotland. In terms of non-structural means for integration, Mercy Corps has liaison roles and communication processes in place. Mercy Corps also has a culture that is adapted by all teams across the globe. rightness of Use of Differentiation and Integration & Success with Differentiation and Integration Mercy Corps used differentiation and integration in a made way.By leveraging both the highs and the lows of differentiation and integration the organization can function at high operational and strategic level. Mechanistic ecesis vs. Organic Organization Mercy Corps as a unit of measurement runs like a very mechanistic organization. While the country offices run more similarly to a organic organization. As defined in the handout by Hodge & Anthony a mechanistic organization is high erect and horizontal complexity, high formalization, narrow spans of control, high centralization and high standardization.While a organic organization is defined as low upright piano and horizontal complexity, low formalization, broad spans of control, low centralization and low standardization. closing curtain In conclusion, Mercy Corps embodies high differentiation and integration at an organizational level. At the field/country level it seems to operate more on a low differentiation and integration. Therefore, the organization as a whole is run as a mechanistic organization and the field offices are run more organically with more autonomy.References Grossman, Allen S. , and Caroline King. Mercy Corps Positioning the Organization to Reach New Heights. The Harvard Business School (2008) 1-24. Print. Hodge, Anthony and Gales. Organizational Goals and Effectiveness, Organizatio n Theory A Strategic Approach. 6th Ed. , 2002. Print. Hodge, Anthony and Gales. The character of Structure and Design, Organization Theory A Strategic Approach. 6th Ed. , 2002. Print. Morgan, Gareth. Images of Organization. special K Oaks Sage Publications, 2006. Print.