Transforming an Organization
Joel T Sams
Organizational Change: MGT 435
Instructor: Paul Richardson
QinetiQ-NA is a wonderful company based out of Great Britton and operates extensively here in North America. They have several contracts with the government and are on the spear tip of new innovation with space technology and military defense. I will show why I feel this organization is one of the best kept secrets in the corporate world and how Kotter’s 8-steps change model will keep them that way.
When I examine at QinetiQ-NA, I can clearly see that their organizational structure is configured as a Departmentalization by Strategic Business or (SBU). (Reilly, 2011)
They have offices all over the country and they operate independently respective to their location however, they all report to the CEO at corporate headquarters. Their financial and payroll side is centrally located so that everyone regardless of where they are located deals with the same department. Each location has its own human resource department that operates independently for most local issues, while still being ultimately governed by the corporate human resources.
In our office their where five different departments working under one program manager. Even though we had our own immediate supervisor, we all fell under one corporate structure. Regardless of the number of departments or SBU’s all authority came from the top down. It would be safe to say this company operated under a leaglrational authority. (Weber, 1922)
While this organization has a lot of skillful and specialized individuals, a great section of the company is comprised of information technology. Some would say that this side of the house is under a lot of rival competition with intranet based businesses. In the past the company has faced the issue of knowledge being solely owned by a particular individual and when that...