Travel Reference
In-Depth Information
effective manner. Modifying or misalign one ele-
ment somewhat obstructs the organization's
performance.
According to the Honold and Silverman (2002)
alignment model, the types of DNA is identified
through organizational practices; leadership, man-
agement, human resource and everyday cultural
practices. The alignment for each of the practices
and the tools/instruments has been developed in
determining the company's dominant organiza-
tional DNA. The understanding of the dominant
type of organizational DNA is critical to under-
take resolution of the organizational problems,
relieve organizational stress as well as in selecting
the appropriate consultants and other resources
for organizational improvement (Honold & Silver-
man, 2002).
also to the turbulence of deregulation therefore an
organization need to reconfigure its DNA.
2.2
Organizational DNA alignment model
Prasad Kaipa, in 1989, developed the 3-dimen-
sional modeling process called a DNA model.
This DNA model consist a system or the dynamic
nature of the relationships between the leadership,
strategy, structure and culture and how the rela-
tionships could impact the outcomes in organiza-
tional transformation efforts. The basic premise
is that organization transformation will not be
successful, or fail to realize its full potential, if
personal transformation leading to business trans-
formation is not clearly connected with the change
effort. Honold and Silverman (2002) on the other
hands noted that organizational DNA represents a
deliberate way of thinking about organizations and
their patterns of leadership, culture, management
and human resource practices within their related
contexts. They claimed the organizational DNA
replaces many alternatives, the initial approaches,
organizational model, forms or practices such as
teamwork, decision making and employee devel-
opment. They subsequently proposed four types
of Organizational DNA, namely Factual DNA,
Conceptual DNA, Contextual DNA and Individ-
ual DNA.
Factual DNA speaks to the reality of our fac-
tual world and to organizations that are commit-
ted to knowing themselves and their environments
through the collection of data. This information
provides a constant barometer and continual
assessment of performance. It is also crucial in the
development of all policies and procedures of the
organization. Conceptual DNA focuses on large
motivating ideas that may take the form of major
theories, visions and other conceptual devices. The
use of these ideas is to orient the company to belief
systems, ideologies and frameworks that often pro-
vide justification and guidance in the life and work.
Contextual DNA deals with the environments in
which the company functions. It directs the atten-
tion to the problems and issues the company face
and the strategies it employs as its shape the organ-
izations and the contexts in which they are situated
in relation to each other. Individual DNA is about
people who live in cooperation with each other,
but also singularly, with own voices, wills, goals
and interests. In human terms, they are inventive
as they develop positive, appreciative, relationships
within the organizations that will sustain in the ful-
fillment of deeper needs.
Each type of DNA developed by Honold and
Silverman (2002) has been determined by four
diverse midsized manufacturing using empow-
ering practices for more than fifteen years and
2 LITERATURE REVIEW
2.1
Organizational DNA
The DNA is an acronym for deoxyribonucleic acid
that contains the genetic instructions used in the
development and functioning of all known living
organisms with the exception of some viruses. The
DNA is vital for inheritance, coding for proteins
and the genetic blueprint of life. Given the enor-
mity of DNA's functions in the human body and
its responsibility for the growth and maintenance
of life, it is not surprising that the discovery of
DNA has led to such a great number of develop-
ments in treating disease (Explore DNA, Septem-
ber 2010).
As of medical sciences, organizational DNA
refers to the building blocks that combine and
recombine of its components (leadership, culture,
management and human resource practices) thus
portray the identities or personalities of the organ-
ization (Neilson, et al., 2004). The Organizational
DNA helps the organization identify and expose
hidden strengths and entrenched weaknesses, rein-
forcing what works and modifying what does not.
Prakash (2001) posits the organizational DNA is
the vision and values upon which the organiza-
tion is built and organization must have a strong
foundation and certain core values that consti-
tute the genetic make-up of the company. Spiegel
et al. (2005) affirm that reconfiguring a company's
organizational DNA through a structured market
can increase institutional agility, accelerate readi-
ness for external change and enable sustained their
financial leadership. Results of online poll con-
ducted by Booz Allen Hamilton Company show
the utility industry is in a stage of ongoing vola-
tility, which requires companies to adapt continu-
ously, not only to changes in the business cycle, but
Search WWH ::
Custom Search