Structure in fives: designing effective organizations
Here's a guide that shows managers how to choose the best organizational design for their business from five basic structures identified by the author. In it readers will discover how to avoid typical mistakes, especially those pertaining to conflict among different divisions.
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Foundations of Organization Design
Designing Individual Positions
Designing the Superstructure
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action planning Administrative Adhocracy analysts automated autonomy basic basis for grouping centralized chain of authority Chapter chief executive clients complex constellations coordinating mechanism corporations cracy decisions design parameters dimension direct supervision discussion diversified Divisionalized Form dynamic effect elaborate environment example fact Figure firms flow forces formal authority formalization of behavior functional structure headquarters hierarchy horizontal decentralization Hypothesis innovation integrated interdependencies job enlargement job specialization kind knowledge levels liaison devices line managers Machine Bureaucracy manufacturing market-based matrix structure middle line mutual adjustment Operating Adhocracy operating core organic structure organigram organizational outputs performance control system problems production profes Professional Bureaucracy programs Raku regulated relationships rely requires result shifting matrix Simple Structure sional situational factors span of control specific stable standardization of skills strategic apex struc support staff tasks technical system technostructure tend tion top managers ture types typically vertical decentralization workers
Contemporary Strategy Analysis: Concepts, Techniques, Applications
Robert M. Grant
No preview available - 2002
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Learning and Innovation in Organizations and Economies
Limited preview - 2000