Organizational Architecture: Designs for Changing Organizations
Wiley, 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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A Metaphor for Change
Architectures of Change
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achieve acquisition actions activities approach architecture assess assumptions basic become behavior building capacity challenge Chapter choice collaborative companies competitive complex components context core corporate create critical culture decisions demands direction discuss effective effort elements emerged employees environment example executive team existing experience external factors failure Figure focus forces formal functions future groups HPWS identify implementation important improvement increasing individuals industry integration internal involved issues joint venture lead learning leverage major markets meet ment objectives occur operating opportunities organization organizational organizational architecture particularly partner performance perspective planning positions potential practices principles problems reflect relationship requirements responsible rewards role selection senior management senior team significant specific strategic structure success task thinking tion total quality understanding units