Designing organizations: an executive guide to strategy, structure, and process
A thoroughly revised second edition of the leader's concise guide to the process of creating and managing an organisation, no matter how complex, that will achieve unique competitive advantages and be poised to respond effectively and rapidly to customer demands.
In this book executives, managers, and consultants will find the concrete tools they need to select and implement an efficient design that creates superior and more competitive performance. In addition to analysing the four key forces shaping today's organisations -- buyer power, variety, change, and speed -- this new edition addresses the concerns of new economy by expanding on the section on the Flexible Organization and includes a new section on organising around the customer. The book:
* Describes what leaders can do to effect the change process
* Addresses the concerns of new economy companies
* Contains rich examples from successful companies
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Six Immutable Forces Shaping Todays Organizations
Choosing an Effective Design
Matching Strategy and Structure
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account manager activities aligned alliance become Benetton brand managers business units buyer capability Chapter Citibank company's competitive advantage conflict contract coordination costs create cross-functional cross-functional teams Customer Relationship Management customer teams customer wants customer-centric customer's cycle DaimlerChrysler decisions e-coordination engineers equities division example execute firms flexible focused Formal groups front end front/back functional organization functional structure global accounts global customer goals Human resources industry integrator role interactions investment issues joint ventures lateral processes manufacturing market segment matrix ment multiple Operations orga organization design organizational partner performance pgduct policies printed circuit boards priorities product development product lines Product manager product teams profit centers reconfigurable organization relationships require responsible reward system rotational salespeople serve shown in Figure skills star model strategy supplier task team leader team members tion Today tomer usually value capture vendor virtual corporation Wal-Mart