Organizational Design: A Step-by-Step Approach
Cambridge University Press, Jan 9, 2006 - Business & Economics - 235 pages
In today's volatile business environment, organizational design is a serious challenge for any manager, whether of a multinational enterprise or a small team. This book sets out a step-by-step approach to designing an organization. All the key aspects of organizational design are covered, including goals, strategy, structure, process, people, coordination and control, and incentives. The text engages with critical issues affecting organisations, such as globalization, worldwide competition, deregulation and ever-new technologies, and contains many helpful features such as end-of-chapter reviews and unique step-by-step diagrams to orientate the reader in the design process. Diagnostic questions help the reader to determine the changes needed in an organization. The action oriented approach of this text helps the reader to assess and re-design the complex organizations of today, and plan for the information-rich organizations of tomorrow.
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adjust alignment analyzer with innovation analyzer without innovation behavior beneﬁts bonus-based calm environment Chapter chosen organization column conﬂict control systems coordination and control decisions defender strategy deﬁned degree DeSanctis developmental climate diagnostic questions difﬁcult dimensions divisional conﬁguration divisions efﬁciency and effectiveness employees example executive exploitation factors ﬁgure ﬁnancial ﬁnd ﬁrm ﬁrst ﬁt ﬂat ﬂexibility ﬂow focus formalization functional conﬁguration Glaxo Wellcome global incentive system individual information processing information systems infrastructure interdependency knowledge exchange large number leader leadership style matrix conﬁguration matrix managers misﬁts multi-domestic needs Obel ofﬁce operations optimal sourcing organization’s organizational climate organizational complexity organizational design space organizational goals performance preference for delegation proﬁt quadrant reactor readiness to change requires rewards score simple conﬁguration skills speciﬁc step step-by-step approach structure subtasks subunits tacit tacit knowledge task design top management turbulent environment uncertainty avoidance unit of analysis unpredictability