Designing Organizations for High Performance
A practical guide to developing higher levels of performance in large organizations through changes in strategy, organization design, and culture. This guide presents detailed descriptions of ways in which individuals intervened in their organizations, how they arrived at their plans, and how it resulted in improved effectiveness and better business results for the organization.
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Understanding How Organizations Function
An Organization Performance Model
The Design Process
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achieve actual operating strategy areas assessment process assigned basic behaviors boundary business results business situation Business Strategy change effort Chapter commitment competitive core tasks critical cultural change decisions design elements design process Direction Setting Edwards Deming effective employees environment environmental Environmental Scan Equifinality ergy example expectations feedback Figure formance Freeloaders goals Green Bay Packers Gyllenhammar High Performance Organizations HPOs identifying improve individual inputs interact interface Internal Myopia job rotation leaders leadership team levels Machine Theory Maginot Line manufacturing ment NACOM needs nization Open Systems Theory order form orga organization design organization's organizational performance output Outside-In approach Packers principles problem Procter & Gamble profit purpose question redesign responsibility rewards roles shift skills Sociotechnical Systems structure subsystems supervisor Swanville targets Task Analysis task core process team members tion unit operations values Volvo