MANAGEMENT & ORGANIZATIONS
Associate Professor of Management & Organizations
Professor Dewar received his MS and PhD from the University of Wisconsin (Madison) in Sociology. He is a member of the American Academy of Management and has served on the editorial board of the Academy of Management Journal and the Administrative Science Quarterly. From 1980 to 1988, Professor Dewar served as Chairman of the Organizational Behavior Department at the Kellogg School of Management. He has also served as the academic director for both Kellogg's Institute for Management and its Executive Development Program. Most recently, Professor Dewar was director of Kellogg's "Creating the Market Focused Organization" Executive Program.
His areas of expertise include the implementation of strategy through design of organizational systems and delivering customer service. He is currently researching manufacturer’s response to wholesale and retail trade concentration and national account management systems. Professor Dewar designs training programs for middle and senior managers in many types of organizations. He also designs development programs for professional accounting and consulting companies. Professor Dewar frequently consults with major corporations.
Professor Dewar has conducted executive development programs and/or consulted with the following: State Farm Insurance, CCC Information Services, Inc., The Harris Bank, Citicorp, National Association of Independent Insurers, Blue Cross Blue Shield Association, Cigna, North Pacific Insurance, Deloitt & Touche, Baker and McKenzie, General Telephone and Electronics (GTE), AT&T, Ameritech, Association of Legal Administrators, The American Red Cross, U.S. Gypsum, IBM, British American Tobacco, Nestlé’s, Hoechst, Good Year, General Motors, Mobil Oil, Lee Enterprises, S.C.Johnson, Spiegel Catalog, Abbott, Eli Lilly, G. D. Searle, The Chicago Tribune, BP, The Hearst Corporation, and other organizations and professional groups.
Corporate Restructuring
Customer Experience
Customer Service
Leadership
Organizational Change
Organizational Learning
Organizational Structure and Relationships
Strategic Implementation
Strategy
The theoretical importance of formalization has often been obscured in empirical investigation. This article discusses two outcomes of formalization: administrative efficiency, and influence. As formalization contributes to administrative efficiency, it also bestows upon the administrator power and influence. While some theoretical attention has been paid to the efficiency theme, influence has been largely ignored. The article suggests that formalization as code, as channel, and as standard can be best understood in the context of the organizational life cycle. Formalization (as efficiency) is likely to contribute to effectiveness early in an organization's history. Later in the life cycle, however, formalization (as influence) may contribute to organizational ineffectiveness and decline.
This paper proposes and empirically tests whether different models are needed to predict the adoption of technical process innovations that contain a high degree of new knowledge (radical innovations) and a low degree of new knowledge (incremental innovations). Results from a sample of 40 footwear manufacturers suggest that extensive knowledge depth (measured by the number of technical specialists) is important for the adoption of both innovation types. Larger firms are likely to have both more technical specialists and to adopt radical innovations. The study did not find associations between the adoption of either innovation type and decentralized decision making, managerial attitudes toward change, and exposure to external information. By implication, managers trying to encourage technical process innovation adoption need not be as concerned about modifying centralization of decision making, managerial attitudes and exposure to external information as would managers trying to encourage other types of innovation adoption, e.g., innovations in social services where these factors have been found to be important. Instead, investment in human capital in the form of technical specialists appears to be a major facilitator of technical process innovation adoption.
Increasing trade concentration in retail fields, particularly in consumer products, poses several problems for manufacturers. Among the greatest are (1) increasing retailer control of the marketplace, (2) more intense competition among sellers, (3) lack of brand availability in some markets, (4) increasingly larger promotion budgets required of manufacturers, and (5) changes in sales force personnel and activities. Some of the suggested changes in the marketing mix are (1) market investigation, (2) new distribution systems, (3) revised promotional efforts, and (4) production differentiation.
This paper develops and tests a model which states in level specific fashion the effects that size, routineness, and the number of different specialties have on the span of control. The number of specialties supervised was found to decrease spans at lower and middle levels and increase them at upper levels. Routineness had little effect at any level. Size had little effect at lower levels but a positive effect at middle ones.
This article examines the reliability and validity of six scales developed by Aiken, Hage, and Hall to operationalize technology, centralization, and formalization. The discussion of the definitions of these constructs suggests a need for revision in the content of the indices of job codification and job specificity. Furthermore, these two indices, designed to operationalize formalization, have serious problems of convergent and discriminant validity while the index of task routineness operationalizes a more limited part of the technology construct than originally proposed by Perrow. The indicators of centralization are found to be both reliable and valid.
This paper reviews contingency and universalistic theoretical rationales linking satisfaction and conflict to organic and mechanistic styles of structure and control. Predictions suggested by both theoretical perspectives are tested on data from 52 departments of 13 consumer reporting organizations. The findings support both universalistic and contingency predictions although different variables were found to be important in the predictions of satisfaction and conflict. In contrast to several recent studies, this study indicates that contingency variables are frequently as good as, or even better than universalistic variables as predictors of satisfaction and conflict.
This paper proposes a theoretical synthesis of the concepts of organizational size, technology, complexity, and structural differentiation. It suggests and finds that the most important determinant of differentiation in the division of labor is the scope of an organization's task, a technological dimension, and not organizational size. Neither horizontal nor vertical differentiation is thought to be determined by size while the scope of the task is proposed as a determinant of horizontal differentiation. The findings, however, support only the inference of a moderate causal connection between either size or task scope and either form of differentiation. Throughout the analysis and discussion the contrast between causal inference based on associations of levels and change rates is discussed. When dealing with the organizational processes addressed in this paper, both associations must be examined to adequately portray the complexity of the causal processes inferred.
This paper compares the predictive power of the concept of elite values with leader values, member values, and the three structural variables of complexity, centralization, and formalization. Elite values proved to be slightly better predictors than either leader values or complexity. When elite values and complexity were combined, there was a considerable increase in the amount of variance explained indicating that these variables are independent. Three contrasting definitions of the elite were considered but one proved a better predictor than the other two.
The case describes the career transfer and development system at UPS, showing incentives and policies that move managers across countries and functions and how this movement develops high quality general managers.
This case describes the winning formula at Neiman Marcus that has allowed it to achieve a position as the number one luxury retailer in the United States in terms of sales per square foot and profitability. The case highlights Neiman Marcus’s efforts to define who its customers are and are not, and to achieve superior focus on its customers by aligning location, price, service, and merchandise to fulfill these customers’ every need. The case highlights ways in which Neiman Marcus prevents typical silo behavior between merchandising and selling, and how it ensures that the right merchandise gets to the right customer despite the challenge of doing this in thirty-six micro markets.
Schneirocksie Electric is an asset-focused company that has been a successful manufacturer of high-quality electrical components that transmit, control, and monitor electrical power. Management has long considered sales and marketing’s job as selling what the plants make. However, customer demand indicates that this approach will no longer work; lower-cost competitors are now capable of duplicating Schneirocksie’s products and services. The company must transition to providing and selling solutions to its customers, but doing so will involve the creation of an effective strategic account sales position. The current company structure, compensation system, and culture are significant obstacles to this transition and must also be changed. Finally, the company’s management must learn to focus first on the job its customers are hiring it to do and then redesign itself to do this job.
The case describes how UPS created UPS Supply Chain Solutions, an entirely new business, with carefully selected target market segments for which unique and extensive value offerings were designed. To build this business UPS made numerous acquisitions and subsequently successfully resolved post-acquisition integration challenges in compensation, information systems, personnel policies, and organizational culture.
This case describes the ways in which Washington Mutual preserved and reinforced its brand through two phases of expansion, the first based on acquisition and the second based on organic growth. The Washington Mutual brand is shown to be grounded in a well-designed customer experience. This experience was the result of careful attention by Washington Mutual to hiring policies for its staff, incentives that encouraged entrepreneurship, empowerment of both “store” managers and “sales associates”, and a strong culture that valued: the community, innovation, fairness in treatment of customers, care for its employees, and high speed implementation.
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Teaching Materials
MORS-451 Syllabus, Winter 2010
This course counts toward the following majors: Management & Organizations.
This course provides students with the social science tools needed to solve organizational problems and influence the actions of individuals, groups and organizations. It prepares managers to understand how to best organize and motivate the human capital of the firm, manage social networks and alliances, and execute strategic change. This is accomplished through knowledge of competitive decision making, reward system design, team building, strategic negotiation, political dynamics, corporate culture and strategic organizational design.
Designing Organizational Systems (MORS-451-0)
This course counts toward the following majors: Human Resource Management, Management & Organizations.
This is an advanced course drawing on research in the behavioral sciences to formulate the design of the structure and procedures used by complex organizations to meet environmental demands and members' needs. Specific focus is on the behavioral aspects of such topics as information systems, control systems, project management and matrix organization.
PHONE: 847- 491-8070
FAX: 847-491-8896
Jacobs Center Room 362