Organizational architecture: designs for changing organizations
Jossey-Bass, May 26, 1992 - Business & Economics - 284 pages
The authors of Organizational Architecture present new and innovative approaches to designing and structuring organizations, approaches that are now being developed and tested in some of the most well respected companies in the United States. Based on over ten years of consulting with such corporate leaders as AT&T, Corning, Alcoa, American Express, Xerox, and PepsiCo, the authors reveal emerging techniques for answering the challenges senior managers face today--challenges to improve organizational quality, create powerful long-range strategies, tighten operations, and inspire team performance. Organizational Architecture presents a proven model for understanding organizations and demonstrates how the model can be used to effect positive change in both formal and informal organizational systems. It shows how to expertly manage mergers and acquisitions, joint ventures, and high-performance work systems. It also explains how to bring about enhanced organizational learning, increased risk-taking behavior, and improvements in total quality management strategy. The book gives advice on designing the most effective role for senior management. It recommends a strategic selection process for staffing executive teams, presents a model for executive team effectiveness, and tells how to help executive teams develop collaborative strategy. Finally, it presents ten common misconceptions that ensure corporate decline and summarizes the roles strategy, design, quality, and learning can play in improving corporate competitiveness.
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Architectures of Change
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achieve acquiree acquisition actions Ancona approach assess behavior candidates capacity to act change management Chapter collaborative companies competitive complex components congruence context core corporate create critical critical success factors culture Delta Consulting Group dynamics effective elements employees environment executive team experience external factors failure Figure focus formal functions ganizational Gerstein global high-performance work systems HPWS identify implementation important increasing individuals information technology innovation insufficient capacity integration strategy internal issues joint venture markets ment Nadler nizational operating orga organization's organizational architecture organizational change organizational culture organizational design organizational learning partner organizations performance perspective potential problems relationship requirements rewards role senior management senior team significant specific spinouts strategic leverage strategic selection strategy development structure success sustain competitive advantage task team members teamwork tegic tion tional total quality management understanding Unilever units zation