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Organisational Structure of Bain & Company

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Organisational Structure of Bain & Company
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Netra Shetty
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Organisational Structure of Bain & Company - February 2nd, 2011

Bain & Company is a global management consulting firm headquartered in Boston, Massachusetts, with offices in 27 countries. Bain is considered one of the most prestigious management consulting firms in the world[1], and for eight consecutive years has been named the "Best Firm to Work For" by Consulting Magazine[

Steve Ellis
Chairman of the Board
Orit Gadiesh
Len Banos

The bureaucratic culture being implemented by the supervisors in the company poses threat to the motivation and satisfaction of employees. In satisfying and motivating employees to do their work in the organization, they have to be given the chance to empower themselves and their career, which can be facilitated by the organization by allowing the employee to participate in decisions that affect their work, career, safety, and work environment (1995). The fact that the organization hinders its employees to make their own decisions, to innovate, to become resourceful, and to communicate with each other hinders the employees to become empowered and to fully maximize their potential as employees. This also leads the organization to become ineffective and inefficient in solving conflicts, due to the lack of cooperation and individual level initiative.

3. Proposed Change Program

According to (2004), for people to consider cultural and structural changes, usually a significant event must occur. It has already happened in this particular organization in the first quarter of 2007, when the company has registered a loss for the first time since its inception. For the change of the structure and culture of the organization, three steps to change management would be followed.


Unfreeze – This stage involves the identification of the need for change in the organization, including the things that need to be changed, and the persons involved in the change process.

Transition or Change – This now involves the action and the actual implementation of the proposed changes that have to be done, which were identified in the Unfreeze stage.

Refreeze – This stage involves the evaluation of the actions done in the Change stage, to see if they have been successful as a response to the problems of the company.

In addition, steps in Organizational Development can also be followed. Organizational Development is an effort planned, organization-wide, and managed from the top, to increase organization effectiveness and health, and to change the beliefs, attitudes, values, and structures of the organization through planned interventions (2005). The first step in the Organization Development process is the Problem Identification Phase involves the discovery of the problem or need within the organization that is affecting the productivity, morale, attitudes, or the organization’s combativeness. The second step is the Diagnostic Phase or the Data Collection Phase, which involves data acquisition. The third step is the Data Feedback and Confrontation Phase, which communicates the diagnosis of the problem back to those from whom the data were obtained. The fourth step is the Solution Phase, which matches appropriate solutions to be taken as a consequence. This stage goes hand-in-hand with the fifth stage, the Intervention Phase, where the strategy, approach, program and organized improvement designs are being implemented. Lastly, the last stage in the steps of Organizational Development is the Feedback and Evaluation Phase, which involves the evaluation of the results or performance of the used interventions or solutions, based on the identified problems of the organization (2004). This would be applicable for both the structure and cultural aspect of the organization because these models address all kinds of problems in general.

The one-on-one relationships that individual workers have with their managers, and the trust, respect, and consideration that their managers show toward them on a daily basis are also at the core of an energized workforce. "Getting the best out of workers is above all a product of the "softer" side of management – how individuals are treated, inspired, and challenged to do their best work - and the support, resources, and guidance that is provided by managers to help make exceptional employee performance a reality."2

3 Strategies of Market Leaders

Case in Point Lessons from Jack Welch

Jack Welch's goal was to make GE "the world's most competitive enterprise." He knew that the current business environment requires an energized, energizing leader: "You've got to be live action all day. And you've got to be able to energize others. Your cannot be this thoughtful, in-the-corner-office guru. You cannot be a moderate, balanced, thoughtful, careful articulator of policy. You've got to be on the lunatic fringe."6

25 Lessons from Jack Welch

Welch urged everybody to stretch. Stretch targets energize. "We have found that by reaching for what appears to be the impossible, we often actually do the impossible; and even when we don't quite make it, we inevitably wind up doing much better than we would have done."... More

Genuine leadership comes from the quality of your vision and your ability to spark others to extraordinary performance. Getting employees excited about their work is the key to being a great business leader. "We now know where productivity - real and limitless productivity – comes from. It comes from challenged, empowered, excited, rewarded teams of people."3

Values-Based Leadership

Values-based leadership is about ideas and values. It is about understanding the different and conflicting needs of followers, energizing followers to pursue a goal than they had thought possible. "In practical business terms, it is about creating conditions under which all followers can perform independently and effectively toward a single objective."4

Last edited by netrashetty; February 2nd, 2011 at 11:54 AM..
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