Designing Dynamic Organizations: A Hands-on Guide for Leaders at All Levels

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AMACOM Div American Mgmt Assn, 2002 - Business & Economics - 286 pages
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Which business structures are best suited to the unpredictable 21st century? How can a company, division, or department reconfigure itself with minimum disruption and maximum impact? Every executive grapples with problems of restructuring--and most need hands-on guidance to solve them. This eye-opening book shows business leaders at all levels how to examine their choices by leading them systematically through these fundamental questions:

* Should we restructure to meet our strategic goals?

* What are the best structural options to achieve our success?

* What lateral processes are necessary to support the new structure?

* How do we staff the restructured organization to optimize results?

Based on Galbraith's world-renowned approach, this guide includes examples and worksheets that pilot readers through the essential steps of organizational design.

 

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Contents

GETTING STARTED
1
ORGANIZATION DESIGN
2
THE RECONFIGURABLE ORGANIZATION
4
DECIDING WHEN TO REDESIGN
8
THE DESIGN PROCESS
9
THE CASE FOR A PARTICIPATIVE PROCESS
12
SUMMARY
17
DETERMINING THE DESIGN FRAMEWORK
22
INTEGRATIVE ROLES
165
MATRIX STRUCTURES
169
BUILDING LATERAL CAPABILITY
174
SUMMARY
177
DEFINING AND REWARDING SUCCESS
189
METRICS
191
VALUES AND BEHAVIORS
199
COMPENSATION
202

TRANSLATING THE STRATEGY INTO DESIGN CRITERIA
25
CLARIFYING LIMITS AND ASSUMPTIONS
30
ASSESSING THE CURRENT STATE
32
SUMMARY
45
DESIGNING THE STRUCTURE
58
STRUCTURAL CONCEPTS
62
ORGANIZATIONAL ROLES
81
LEADERSHIP ROLES
90
TESTING THE DESIGN
93
MAPPING THE STRUCTURE
99
WORKING THROUGH THE DETAILS
114
SUMMARY
120
PROCESSES AND LATERAL CAPABILITY
134
LATERAL CAPABILITY
138
NETWORKS
141
LATERAL PROCESSES
151
TEAMS
156
REWARDS AND RECOGNITION
212
SUMMARY
219
PEOPLE PRACTICES
227
STAFFING THE NEW ORGANIZATION
230
ASSESSING FOR LEARNING APTITUDE
238
PERFORMANCE FEEDBACK
245
FROM TRAINING TO LEARNING
249
IMPLEMENTATION
253
PLANNING
254
MANAGING SKEPTICISM
261
ASSIMILATING INTO THE ORGANIZATION
264
CONCLUSION
271
GLOSSARY OF TERMS
272
BIBLIOGRAPHY
276
INDEX
281
Copyright

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About the author (2002)

Jay Galbraith (Breckenridge, Co) is a professor at the University of Southern California and the International Institute for Management Development in Lausanne. His previous books, including Organizing for the Future and Designing Organizations, are classics in their field. Diane Downey (New York, NY) is president of Downey Associates International (DAI), a management consulting firm, and author of Assimilating New Leaders. Amy Kates (New York, NY) is a senior consultant at DAI.

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