ORGANIZATIONAL STUDY PROJECT

ON

SUBMITTED BY
SOUMYA RANJAN BISOI
AKHILESH CHANDER
DHEERAJ KUMAR
AJINKYA PATIL
SRIKANTH R

Why Oracle?
Major technology driven
firm

Operating in Challenging
Environment
Global Presence

Overview, Objectives, Values

Environment
Strategy, Structure

Culture
Innovation
Conflicts, Way Ahead

An Overview

Founded
Founder(s)
Key People
Industry
Headquarters
Area served
Products
Revenue
Employees

Santa Clara, California, USA (June 16,1977)

Larry Ellison, Bob Miner, Ed Oates
Larry Ellison (CEO), Jeffrey Henley(Chairman)
Enterprise Software, Computer Hardware
Redwood City, California, United State
Worldwide
Oracle Database, Oracle Applications,
Servers, Workstations, Storage
US$ 37 billion (FY 2011-12)
115,000

Oracle is Everywhere

Simplification

Integrity
Mutual
Respect

Vision
Standardization

Automation

Team
Work

Quality

Values

Communication

Customer
Satisfaction

Innovation

Mission :- Deliver the best information with the highest quality of

service at the lowest cost. Oracle Product and Services must be the
fastest, most scalable, most reliable, most secure, easiest to use, for all
type of information.

Objectives
We will continue to provide
our
customers
with
hardware and software
engineered
to
work
togetherintegrated from
disk to applications that
meet their business needs
and solve their business
problems. And we will
continue to innovate and to
lead the industry, while
always making sure that we
focus on solving the
problems of the customers
who rely on our technology

Industry
TASK
ENVIRONMENT

Human
Resources
Hired Employees from
other Companies

High Industry
Competition,
Few Related
industries

International

Oracl

Link up with Universities

Market
Large range of
potential users,
clients of
services,

Roadblocks in entry
into Overseas
markets,
competition in
acquisitions

Financial
GENERAL
ENVIRONMENT

Huge Cash &

Bank balance,
Reserves
compared to
liabilities

Government
Big Client,
Separate division
for Public Sector,
lobbying,

Oracle
Technology
Need for data
assimilation,
increasing
competition in all
industries

Economic
Presently in
growth phase,
vast client base

Framework
Stable

LOW
UNCERTAINTY

LOW-MODERATE
UNCERTAINTY
Formal in some departments

Environmental
Change

Centralized at lower levels

Some planning

MODERATE-HIGH
UNCERTAINTY

Organic structure, teamwork

participative, decentralized
Many departments,
extensive boundary
spanning
High Speed Response
Loose Coupling

Unstable

11

HIGH
UNCERTAINTY
ORACLE

Simple

Environmental Complexity

Complex

Influencing External Resources

Government
Lobbying

Increasing
work
domain

Mergers and
Acquisitions

Recent Mergers & Acquisitions

DOMAIN

Target Company

DATABASE

Datascaler,Secerno(2010).
mValent(2009)

MIDDLEWARE

Fatwire,Datanomic(2011).
Amber Point,Passlogix(2010)

APPLICATION

Involver,Taleo,Virtue(2012)
Ndevr,Inquira,Rightnow(2011)

INDUSTRY SOLUTION

GoAhead(2011)
eServGlobalsUSP,Convergin(2011)

SERVERS,STORAGE & NETWORKING

Xsigo Systems(2012)
Ksplice(2011),SUN(2009)

Strategy
Based on PORTERs model
Low cost leadership
combined with
differentiation at times
Basic aim is to provide
products to a broad range
of customers through low
cost
Differentiation for highly
sensitive products
e.g.- Intelligence, security,
defense, etc.

Based on MILES AND SNOWs

model

ANALYZER
- Strong focus on business
stability
- Innovation in the existing
product lines to improve
quality and to be abreast of
the changing technology
- New product development
after proper consulting and
research

Mintzbergs Organization Structure

CEO,
Group Heads,
Regional Heads

Consulting,
Sales &
Marketing,
Support
departments

Product
Managers,
Directors,
Vice Presidents

HR

Developers Team, Testing Team

Unit Level Emphasis

Global Level Emphasis

Reporting Relationships
CEO
(Larry Ellison)

Co-President

Product
Development

Communications

Co-President
& CFO

Microelectronics

Human
Resource

Corporate

Architect

Executive Vice
President

Customer
Services

Business
Units

Systems

Cloud

Legal &

Services

secretary

Global Hybrid (Divisional + Geographic) Structure

S.V.P Technology, Hardware
Vice
President
Japan

Vice

Chief
Financial
Officer

President
Chief
Marketing

S.V.P. Corporate Development & Strategy

Planning

Asia Pacific

Officer

CEO

S.V.P. Industries
Business Units

Chief
Security
Officer

Chief
Information
Officer

V.P. Europe
Middle
East, Africa

E.V.P. Product
Development

Exec. V P
Latin
America

E.V.P. Customer
Services

Unit Level Business Structure

Depending on customer requirement, communication between Consultancy and
Developer team directly is also possible.

V.P.
CLIENTS

Sr.
Manager

Manager

consultant

consultant

CONSULTANCY TEAM

Product
Manager

Manager

Manager

PRODUCT
MANAGEMENT
TEAM

Director

Manager

Developer Developer Developer

Manager

Developer Developer Developer

PRODUCT DEVELOPMENT TEAM

ORGANIZATIONAL CULTURE

SALES DRIVEN CULTURE

Building Culture
Selection and
Recruitment
-Focus on merit
-Technically sound
knowledge
Role of senior
management
-Changing culture as per
the need
-Rigid culture
Socialization
-Learning culture
-Moderate cooperation
and collaboration

Partly rigid, partly learning

type culture
A mix of communal and
mercenary type of cultureshigh solidarity
- High corporate identity
- Market based controls
- Equitable sharing of risks
and rewards
- Focus on business
objectives
- Low tolerance of failure

Subcultures
Department CultureOutcome Control

Multinational CultureGeocentric approach

Innovation
Leadership
Vision
Product and
Services

Technology

The Market

International Environment

Horizontal Coordination Model

R&D

Marketing

Product
Development

I
N
N
O
V
A
T
I
O
N

VIDEO

Management Control Systems

BUDGET

STATISTICAL
REPORTS

REWARDS

QUALITY
CONTROL

To keep track of sales and improve

upon it
Demand and need of customers provided
by consultants
To employees and product teams
Innovation in the product line to improve
quality

Inter-organizational Relationships
Connect. Participate. Collaborate
21000+ partners

Oracle

Oracle
Leaders in the
same domain

Leaders in
other domain

Partners

Advanced
technologies

Partner technology
and methodologies

Mutual
Learning +
Collaboration
=
Shared Value

Successful collaborations include:

Capgemini assist Boeing with Oracle BPM
Accenture Implements Oracle Hyperion Planning at Bank of Brazil

SYSTIME Delivers JD Edwards Integration to Christie

Partners

Outsourcing Oracle On Demand

Oracle Outsourcing vendor Multi National Giants, Small and Medium Sized Businesses

Leveraged advanced cloud computing services for outsourcing

Oracle outsourced its Payroll services to AON Hewitt India

Oracle outsourced its Software testing to the third parties like HP

Conflicts
Internal Conflicts

External

Conflict of interest,
power,
bureaucracy

Issues with Patents,

Copyright and
lawsuits

Sales

Senior management intervenes and

settles internal conflicts

Google VS Oracle on violation of

copyrighted material

Way ahead
Advancement in Open Source
Databases
Strong competition (IBM DB2, MS
SQL Server, SAP)
Bureaucracy

Now..