Book Description
A thoroughly revised second edition of the leader's concise guide to the process of creating and managing an organisation, no matter how complex, that will achieve unique competitive advantages and be poised to respond effectively and rapidly to customer demands.
In this book executives, managers, and consultants will find the concrete tools they need to select and implement an efficient design that creates superior and more competitive performance. In addition to analysing the four key forces shaping today's organisations -- buyer power, variety, change, and speed -- this new edition addresses the concerns of new economy by expanding on the section on the Flexible Organization and includes a new section on organising around the customer. The book:
- Describes what leaders can do to effect the change process
- Addresses the concerns of new economy companies
- Contains rich examples from successful companies
Customer Reviews:
applied the knowladge.......2006-02-23
i have read this book with a great deal of intrest. it was a great help in implementing change and designing a organization structure that is able to deliver on the new strategy.
excellent resource.......2003-09-06
Really good intro to ideas and concepts needed to redesign an organization in terms of its structure. Best if you already have some degree of experience in do it so you can really apply the concepts.
Guide to the factors that shape organizational design.......2002-12-28
Jay R. Galbraith is an internationally recognized expert on organization design. He is a Senior Research Scientist at the Center for Effective Organizations at the University of Southern California and Professor Emeritus at the International Institute for Management Development (IMD) in Lausanne, Switzerland. This book is a updated/revised edition of 'Designing Organizations' which was originally published in 1995. It is split up into 10 chapters.
Chapter 1 - Introduction - really sets the stage for the rest of the book. It discusses the six main organization shapers: the increase buyer power; increase in the number of products and services; the Internet; multiple dimensions (functions, products, and geography, but also customer segments, solutions or offerings, and channels and processes); the requirement for a capacity to change; and speed (in bringing products and services to the market).
The following two chapters discuss how companies have to shape their organizational design, strategy, and structure in order how to deal with these organization shapers. Galbraith introduces his copyrighted Star Model (Strategy, structure, people, rewards, and processes), which looks AND sounds very similar to McKinsey's 7-S framework. Chapters 4 and 5 build on these chapter and discuss how organizations have to link their processes to coordination needs and integrate group processes. Then, in Chapter 6 discusses the easily changeable or reconfigurable organization based on the Star Model, which, according to Galbraith, results from the skilled use of three capabilities: (1) forming teams and networks across organizational departments; (2) the use of internal prices, markets, and marketlike devices to coordinate the complexity of multiple teams; and (3) the forming of partnerships to secure capabilities that it does not have. Each of these capabilities are discussed in detail.
The Chapters 7 to 10 are all very current and fashionable. They discuss the organizing around the customer, customer-focused structures, the design of the virtual corporation, and organizing the continuous design process. Although the subjects discussed are important, some of the examples are too long and take up most of the chapters. Some of the examples also do not really apply to every company/organization but are too specific. Still, these are issues that should not be forgotten about, especially organizing around the customer remains important.
I must admit that I am somewhat disappointed with this book, which is written by a leading authority in the field of organizational design. I believe it is especially the title that lets the book down. It is not so much a guide into strategies and structures; it more discusses the organization shapers and the possibilities that companies/organizations have to tackle the organization shapers. I believe that the book is especially weak in discussing organizational design and structures. Galbraith discusses his own Star-model (which reminds me of McKinsey's 7-S framework) and his reconfigurable organization (the learning organization?), but leaves all other models/designs/structures untouched. I have not been generous, the book really deserves a 3.5-star rating. The author uses simple business US-English.
Book Description
Designing the Customer-Centric Organization offers todayâs business leaders a comprehensive customer-centric organizational model that clearly shows how to put in place an infrastructure that is organized around the demands of the customer. Written by Jay Galbraith (the foremost expert in the field of organizational design), this important book includes a tool that will help determine how customer-centric an organization is- light-level, medium-level, complete-level, or high-level- and it shows how to ascertain the appropriate level for a particular institution. Once the groundwork has been established, the author offers guidance for the process of implementing a customer-centric system throughout an organization. Designing the Customer-Centric Organization includes vital information about structure, management processes, reward and management systems, and people practices.
Download Description
"Designing the Customer-Centric Organization offers today's business leaders a comprehensive customer-centric organizational model that clearly shows how to put in place an infrastructure that is organized around the demands of the customer. Written by Jay Galbraith (the foremost expert in the field of organizational design), this important book includes a tool that will help determine how customer-centric an organization is- light-level, medium-level, complete-level, or high-level- and it shows how to ascertain the appropriate level for a particular institution. Once the groundwork has been established, the author offers guidance for the process of implementing a customer-centric system throughout an organization. Designing the Customer-Centric Organization includes vital information about structure, management processes, reward and management systems, and people practices.
Customer Reviews:
Very useful in real time organization design.......2007-08-11
I've been using Jay Galbraith's principles in making organization designs for major clients with great effectiveness. This book is very practical.
Designing the Customer-Centric Organization: A Guide to Strategy, Structure, and Process .......2007-01-18
Es un libro excelente, me parece muy bueno el contenido, sin embargo lamento decirles que llego un poco maltratado, por lo que en lo subsecuente espero pongan mas cuidado en este aspecto
It's all in the first 25 pages!.......2007-01-14
I was very excited when I came across this particular book. This was exactly the right book - looking at the title - coming at the right moment for me. I could use it to help me work through a current problem!
Maybe my expectations were too high, but I dived into it with a passion. The introduction was insightful and right on target. This is terrific! Chapter 1; Surviving the Customer Revolution, was as good a review of this topic as I've read anywhere. It succeeded in defining what a customer centric organisation could look like and brought some real clarity to this part of the puzzle. If you've ever tried to explain the difference between a traditional product centric company and a customer centric one then you'll know what I mean.
Chapter 2 though, How Much Is Enough, was the beginning of the decline. The author attempts to define different levels of customer centricity necessary for your company and, for me, falls foul of too much detail and too much process - clearly reflective of the authors' obvious expertise and familiarity with organisational design. From there on it continued to be a struggle for me. The case studies were terrific and there was some real insight, but the solutions were too formulaic and linear to be of real value.
I came away from the book concerned that I'd missed something. I thought that customers would drive what level of customisation would be required in order to deliver value, and thereby improve business performance. Perhaps I was wrong!
Was I disappointed? Not at all. Worth reading even if the best is right up front!
COMPREHENSIVE, IN-DEPTH, THOUGHTFUL BOOK!.......2006-01-16
In contrast to product-centric, a customer-centric firm must be organized around the customer. This means going further than "customer focused" initiatives. This comprehensive, in-depth and thoughtful book begins by exploring the structures and philosophy involved in being customer-centric. Galbraith then details the different types of customer relationship strategies, following which he offers a guide to determining the level of customer-centricity (three levels are proposed) that would best serve the reader's company. The specific elements for achieving each of the three levels, from lightest to most intensive, are presented, along with guidelines for implementing actions ("solution strategy") required. Solution strategies vary by scale and scope, depending on the intensity of customer-centricity needed.
In all, the book delves into ways that organizations can design their strategy, structure, and processes to strengthen their position in the market and grow. Technology, with emphasis on its implementation and connectivity with customers, gets major attention. Much of the book presents engrossing cases (IBM, Proctor & Gamble, Nokia), which are extremely informative and provide a plethora of insights. This is an outstanding work in its content, organization of material, and style of writing. Very highly recommended.
Book Description
Which business structures are best suited to the unpredictable 21st century? How can a company, division, or department reconfigure itself with minimum disruption and maximum impact? Every executive grapples with problems of restructuring--and most need hands-on guidance to solve them. This eye-opening book shows business leaders at all levels how to examine their choices by leading them systematically through these fundamental questions:
* Should we restructure to meet our strategic goals? * What are the best structural options to achieve our success? * What lateral processes are necessary to support the new structure? * How do we staff the restructured organization to optimize results?
Based on Galbraith's world-renowned approach, this guide includes examples and worksheets that pilot readers through the essential steps of organizational design.
Customer Reviews:
Great. Easy to read........2007-08-05
Easy to read. Great format and approach to the book. Love the designs for how to approach the work at the end of each chapter. A great took as an HR / OD person.
A managment essential.......2004-03-02
This book is a basic for those wishing to compose and maintain a dynamic vital organization. Highly reccomended for middle level and upper managers. You will refer to it constantly.
Book Description
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.
Customer Reviews:
Mintzberg's Linchpin.......2007-02-19
Mintzberg would have to be one of the most astute writers on business matters I have ever read. Although there are many other fine authors, Mintzberg seems to stand in a class of his own when it comes to discussions of strategy and organisation, and as I am finding out: business education and practical management.
I was awed by his books Strategy Safari and The Rise and Fall of Strategic Planning, but, Structure in Fives (Sin5's) (or the more academically oriented reference text from which it derives: 'The Structuring of Organizations') is, arguably, his finest work.
To understand some of where Mintzberg's views in his later works come from, Structure in Fives is the book to read (although I understand he will eventually be putting out an update called Structure in 7's, with the extra 2 "structures" already alluded to in other Mintzberg works).
The core theme of the book is that any organisation is defined by the interaction of two key parameters: the division of labour and the means by which that division of labour is coordinated. An analysis of these interactions result in the discovery of 5 "ideal" organisational configurations which seem to be the building blocks used to "synthesise" all real organisations.
For me, the true power of Mintzberg's logic is reflected, in particular, in two areas, amongst others:
1. He creates a diagramatic representation of an organisation which has been repeated in many of Mintzberg's subsequent works. Those who think that the diagram was of artistic value alone will be pleased to read a logical explanation of the forces which create the structure and how that structure is modified as the forces change their relative contributions. Whatever artistry there is, it is about painting the natural rhythm of logic applied to organisations.
2. The integral relationship between structure and strategy is elucidated with a logic which is difficult to assail. Mintzberg helps you understand that the argument about what follows what: structure or strategy, is a barren one. They are so intertwined, they are indeed two sides of the same coin. To speak about strategy IS to speak about structure, and vice-versa; one cannot exist without the other.
It is a pity I read Strategy Safari and The Rise and Fall of Strategic Planning before I read Sin5's. Reading Sin5's first clarifies everything. Indeed, I cannot recommend reading any of Mintzberg's works (on organisation or strategy) without reading Sin5's first (or its more academic precursor). There are quite a few important areas of explanation in Sin5's which are lost in later works as they try to convey the original ideas in summary.
Even more importantly, reading Sin5's will help you understand any other authors' works on organisation and strategy. Sin5's is, arguably, the current benchmark for clarity and depth against which all others are measured - which says a lot given how long ago it was written. None that I am aware of have come close to matching Mintzberg ... yet.
Excellent. Highly recommended.
Excellent book that give good insight in how companies work.......1999-03-26
When you have read this very practice book, you can see how organisations work, were the weaknesses en strengths are in the company en how you can give advise to solve the problems.
Book Description
With up-to-date coverage of modern architectural approaches, this handbook provides a thorough discussion of the fundamentals of computer organization and architecture, as well as the critical role of performance in driving computer design.
Captures the field’s continued innovations and improvements, with input from active practitioners. Reviews the two most prevalent approaches: superscalar, which has come to dominate the microprocessor design field, including the widely used Pentium; and EPIC, seen in the IA-64 architecture of Intel's Itanium. Views systems from both the architectural and organizational perspectives. Includes coverage of critical topics, such as bus organization, computer arithmetic, I/O modules, RISC, memory, and parallel processors.
For professionals in computer product marketing or information system configuration and maintenance.
Customer Reviews:
Absolutely terrible. .......2007-10-01
This book is beyond terrible. I have a B.S. in Computer Engineering, and looked at this book to help a friend out. I've never seen such a poor computer organization book. There are seriously no examples at all. End of chapter problems are impossible to do based on the information presented.
If you are in a Computer Organization course, beg and plead with your professor to choose a book that you will learn from such as the Hennessy and Patterson book:Computer Architecture, Fourth Edition: A Quantitative Approach.
If you don't already know it, you won't learn it here.......2006-12-09
This is not a textbook for the beginner. This is probably not even a textbook for an intermediate. At best, this book is only useful as a reference for those people who are already very familiar with the material.
The text and the power point slides available on the website do contain useful information. However, the problems at the end of each chapter are totally indecipherable. They relate only vaguely to the material presented in the chapter. The questions are very specific about information not even hinted at in the text or in the slides.
There are several cases where large flowcharts and connection diagrams are presented with only a general explanation. The parts of the computer currently being examined are named and their general functions are briefly described. The problems then ask very specific questions about the inner workings of computer electronic components. There is absolutely no information given anywhere that in any way relates to solving these problems. The reader is asked to figure it all out on his or her own. There are exactly zero examples.
I would not recommend this book for an undergraduate student under any circumstances. It may be useful for a graduate student in computer engineering or a professional designing computer circuitry.
Otherwise, avoid this book at all costs.
This book is now in its 7th edition. The website notes that four editions, including this one, have been given the "Best Computer Science and Engineering Textbook of the Year" award by the Textbook and Academic Authors Association. The website mentions nothing about what the students thought of it.
A great book........2006-08-07
A good book to get started with the fundamentals of computer organization and architecture. The author keeps us up-to-date with the state of the art developments in the area. I recommend it for a text book or a handy reference.
Book Description
Expert advice on building better conflict management programs
Conflict in the workplace is always an eventuality. But it needn't be so costly or counter-productive. This book presents a clear, step-by-step approach for developing conflict management systems within any organization that anticipate the inevitability of conflict and deal with it in a effecient, cost-effective way. The authors, both promiment experts in the field, present a structured process for assessing conflict management programs in order to improve them or to implement new ones. As such, this book serves as an excellent resource for organization development and human resource professionals and consultants interested in proactively tackling the business concerns that conflict brings.
Customer Reviews:
Designing Conflict Management Systes, Costantino & Merchant.......2007-10-07
This was a comprehensive, practical-theoretical look at designing dispute resolution systems in business and governmental organisations.
I found it a practical as well as informative book, which will continue to be a handy reference for those doing dispute systems design.
The authors take Ury, Brett & Goldberg's earlier book: Getting Disputes Resolved: Designing Systems to Cut the Cost of Conflict, Jossey-Bass, CA, 1988, into the new areas of application, addressing new issues which adds informative review and new techniques to that original text in DSD.
Costantino and Merchant include sections on:
The Designer as Role Model, Traps and Pitfalls for Designers,and
Organizational Assessment - looking at the big picture in a thorough manner before offering any suggestions.
The book is arranged in 3 sections: Coping with Conflict in Organizations,
Designing and Improving Conflict Management Systems, and Making the System Work. I particularly liked their metaphors, such as "the dark side of Dispute Systems Design", and "Resistance and constraints: having tea with your demons". Indeed a refreshing and welcome addition in the field.
Desinging Conflict Systems.......2003-02-14
This book offers a great deal of theory and not enough real world applicability. Some of the reading is difficult to digest.
An invaluable resource for OD, HR and conflict mgt pros........1996-08-02
This book contributes mightily to defining how the emerging field of conflict management differs from organizational development, and what they share in common. For this alone it is worth the cover price.
But the authors don't stop there. The book is full of practical strategies for developing conflict management systems. And its techniques reflect real world experience, not just theory!
But, as a practitioner in this field, I can't say enough thanks to Constantino and Merchant for deepening the exploration of this very important new field!
Book Description
Museum Strategy and Marketing is the most comprehensive and level-headed presentation of its subject I have come across. The authors are sophisticated marketeers who really understand the differences between market-driven businesses and mission-driven museums. The book is not about selling widgets; it's about building museum audiences and strengthening institutions.
- Robert P. Bergman, director, The Cleveland Museum of Art
In a long-awaited answer of one of museum's most pressing challenges, Neil Kotler and Philip Kotler draw on unmatched expertise and experience to reveal how museums can build revenue, audiences, and resources while maintaining and advancing mission. In this first and only guide to planning strategy and marketing for museums, they offer an in-depth, hands-on guide to developing successful museums. The authors explain the strategic relationship between missions, audience and funding--and how managing this relationship is vital for a successful museum--and reveal how marketing tools can be used to grow healthy, vibrant museums.
The book's encyclopedic approach covers everything museum managers need to know--from strategic planning and budgeting to advertising, media relations, and fundraising--providing them with the tools to create and nurture a thriving museum.
Customer Reviews:
Curator: Spice Up Your Boring Museum with Kotler!.......2006-02-15
At the intersection of marketing strategy and museum administration, this is an absolutely necessary reading for any serious museum decision-maker. Neil and Philip Kotler are world-class marketing experts, who have been cultivating a parallel interest in non-for-profit organizations since the 1970s. This book is very useful, elaborating on each stage of the development of marketing strategy, with excellent examples and case-studies which provide a practical perspective on marketing tools applied on museums. The book is, at least, very insightful. Highly recommended.
Modern Museum Marketing.......2000-01-28
An up-to-date compendium of marketing analysis and techniques for all flavors of museum. This book includes detailed marketing strategies to find the visitor, determine their wants and meet those desires. All aspects of museum work is presented: fund raising, exhibit development, collection policy, staff development, etc. We have used the guidance of this book to frame future expansion of the Minnesota Transportation Museum in St. Paul, MN.
Includes detailed charts to develop mission statements, arketing plans, interview visitors, develop advertising, perform continuing assessment of the museum.
Book Description
"Takes a holistic approach that is often lost in more narrow-minded texts. Great for graduate students."
--Robert Kramer,
Department of Management Science, George Washington University
"With its distinctive voice, this is a basic text for all courses on organizational theory."
--BUSINESS HORIZONS
"This book presents an avant garde approach to an important topic about which, to my way of thinking, no one else has written even a contemporary book. . . . The authors' perspective readily allows the reader to comprehend and appreciate what is always present--often hidden and almost always controversial--the subjective side of organizational life. . . . The book you are about to read provides the rationalist and the veteran exactly what they each crave the most. It provides synthesis and order within a structure that acknowledges the interaction between an individual's motivations and needs and the apparent order that individual perceives. . . . The use of cartoons and other 'right-brain' highlighters allow readers to look down, as opposed to looking up, to understand and critique a phenomenon that a theory purports to explain, and to self-reflect on the importance a theory holds for the field. . . . Certainly, this is a book for the 1990s."
--from the Foreword by Samuel A. Culbert,
John E. Anderson Graduate School of Management, University of California, Los Angeles
"What the authors are attempting is very difficult. David K. Banner and T. Elaine Gagné are declaring the presence of a new paradigm of the organization before it has actually crystallized and become part of the mainstream of organization theory. As such, the book is an act of leadership."
--Peter B. Vaill,
Professor of Human Systems, School of Business and Public Management, The George Washington University
"A valuable resource to the students and instructors of organizational design and theory courses. The comprehensive coverage of traditional organization theory topics coupled with the authors' contemporary orientation and transformational perspective ensure this. "The organizational design and theory text by Banner and Gagné addresses an important fact of organizational life that is usually ignored or given superficial treatment at best in existing organization theory texts; namely, that our implicit assumptions, worldviews, metaphors, paradigms, and organizational culture are important determinants of why we organize the way we do."
--Douglas Austrom,
President and Cofounder, Turning Point Associates, Indianapolis, Indiana
"A valuable basic text for business related undergraduate or postgraduate programmes on organization theory (and practice!); particularly from a transformational perspectives."
--LONG RANGE PLANNING
Providing a distinctive voice,
Designing Effective Organizations is the new basic text for the undergraduate or MBA-level course on organization theory. Although it contains the same comprehensive topical coverage as the leading traditional organization theory texts,
Designing Effective Organizations is definitely not a clone of the others in the field. David K.Banner and T. Elaine Gagné develop a transformational perspective--which sees the world of the organization as a projection of each organizational member's consciousness--as opposed to the traditional rational perspective. They thoroughly cover all the basics, but in a manner that reflects today's changing management paradigms.
Designing Effective Organizations is the perfect text for scholars, researchers, professionals, and graduate and undergraduate students in organization studies, management, sociology, public administration, and education.
Customer Reviews:
Business textbook takes readers to a different dimension.......1998-01-26
[This review originally appeared in the Autumn 1997 issue of ILLUSIONS Magazine: A Journey Through Ideas & Spirit. Review reprinted here with the permission of MoonShadow Press, Inc.]
DESIGNING EFFECTIVE ORGANIZATIONS review by John Haynes
Not many of us can lay claim to being true paradigm-shifters, but let's give David Banner and T. Elaine Gagne credit---in their book DESIGNING EFFECTIVE ORGANIZATIONS, they've managed to take the college business textbook to another level. Banner and Gagne do this by incorporating a fairly healthy dose of spirituality in their approach, and the result is a very readable textbook for undergraduate or MBA-level course work.
Basically, DESIGNING EFFECTIVE ORGANIZATIONS examines organizational structure and processes in the ordinary way but also (and here's where the paradigm shifts) in a subjective, ethical, and-one is tempted to repeat---spiritual way.
What resonates throughout the book is the premise that organizations---like the people who comprise them---cannot be easily or readily quantified. Behavior cannot be predicted with 100% accuracy, and expecting human beings to work and think like machines is completely unrealistic. One has to cut beneath the surface to see the hidden dynamics. What one sees then is that the organization is nothing more than an agreement in consciousness, i.e. an agreement about `who we are', `how we interact with each other', how we deal with authority', etc. Understanding this basic truth ( and its far-ranging implications) results in a smoother operation, a better organizational flow.
For instance, in their book Banner and Gagne profile the organizational styles of unconventional companies like Ben & Jerry's Homemade, Inc. and Celestial Seasonings, but also examine such "staid players" as Dow Corning, Inc. and IBM. Thrown in the mix you'll find relevant mentions of the human potential movement, entropy, and quantum physics. Believe it or not, the lessons learned from such "out there" disciplines can be of great benefit to business organizations, if only reluctant corporations would open themselves to the possibilities.
From the book: "Science and spirituality are blending as the paradigm shifts; so are spirituality and organization. The Latin definition of spiritus, the root of spirit, is `breath.' In the organizational context, spirituality breathes life into the organization. Harrison Owen, in his article `Leadership by Indirection,' argues that, if we were to get `back to basics,' we would see our organizations as `spirit and flow' and that leadership would be seen as the capacity to `focus spirit and enhance its power.'"
This is not your father's MBA handbook, boys and girls.
DESIGNING EFFECTIVE ORGANIZATIONS is also filled with Ashleigh Brilliant's delightful POT-SHOTS cartoons, which by themselves would be worth the price of the book.
If you or someone you know is studying business--whether in a college setting or informally--it would behoove you to take a look at Banner and Gagne's DESIGNING EFFECTIVE ORGANIZATIONS.
You might also wish to visit Dr. Banner's
Book Description
Introducing CLD – Constructivist Learning Design – a new and different way of thinking about learning and teaching. Teaching and learning are two sides of the same coin; this ground-breaking book realizes that, and builds on the pioneering work of Piaget and Vygotsky to offer a new approach to the constructivist classroom. Learn how to organize groups, build bridges, ask questions, arrange exhibits, and invite reflection in the creation of whole new – and successful – teaching/learning designs. A major new work for students of teaching, teachers, administrators, and parents who want to know how to apply constructivist learning theory in the classroom.
Customer Reviews:
Highly applicable.......2005-07-29
I have just completed a Master of Arts Program in teaching. For my Masters Project I studied the methods and effects of constructivism. An oft stated criticism of constructivist pedagogy is that it is an epistemology and theory that is easier defined than applied. There are a lot of books out there which explain and analyze the theory. These are good to have read before hand in order to truly appreciate what this book accomplshes.
This book takes a deep subject with a rich philosophical foundation and leads the reader through six practical steps of application. The steps are sequenced chapter by chapter as the rationale behind each step is explained. Though it is more about application, it does not neglect the mention of leading theorists; in each chapter there is a "Precedents" section. Dewey, Bruner, Vygotsky and Piaget all get their alloted space. At the end of the book is a resource section which shows examples of a dozen lessons K-12 and how each of the six steps are applied.
The authors recommend reading their book three times, the first time to get a "general understanding", the second time for "reflection", and the third time for "application". It is well worth spending this kind of time because of the difficult nature of constructivist pedagogy and the attacks it suffers from the more objectivist critics.
The practice of constructivism not only instills "book knowledge" of a subject but students acquire a practical working knowledge as well. For example if students were studying electricity it would be the difference between defining a complete circuit and being able to build one. Constructivist teaching focuses on real world practices and applications of knowledge. In a constrcutivist classroom, students create their knowledge with teacher guidance and peer interaction.
Those who attack constructivism complain that it takes too much time resulting in inadaquete coverage of curriculum or that it is carried out poorly with students not learning what they should. There is a balance between constructivist and objectivist practices that can be accomplished; however, that is not the object of this book. This book is a foundational recipe for applying a pedagogy which requires much subject and practitioner expertise.
Book Description
A three-pronged strategy for dramatically increasing organizational performance and value
Business leaders today need more than fads and buzzwords to beat the competition; they need a solid organizational architecture for identifying and resolving the problems that prevent companies from reaching their full potential. Designing Organizations to Create Value outlines just such a framework, providing executives with the tools they need to build a balanced, functional organizationone that helps ensure the success of the business as it lays the groundwork for increased firm value. This practical, sensible book, based on the author's bestselling college classic, follows a step-by-step process for identifying the critical aspects of an organization's internal structure and taking the appropriate actions to address them and lead the organization to greatness. That process, adaptable to virtually any
organization or organizational structure, details:
- Assignment of decision-making rights
- Rewarding individuals
- Evaluating performance
Customer Reviews:
Organization theory made understandable.......2003-07-30
This book is a shorter and very readable version of the authors' well-known textbook. It provides a highly useful and straightforward framework for thinking about strategy and organizational issues, and describes how and why a company's organizational structure must dovetail with its strategic objectives in order to ensure long-term value creation. It identifies three key elements of any organizational structure--decision authority, performance evaluation, and compensation--and illustrates with numerous real-life examples how these elements must be coordinated for an effective organizational structure, and what happens when they are out of synch (e.g., Enron). Some of the examples are a little outdated (presumably from the textbook), but they make the point.
The book highlights the tradeoffs between centralization and decentralization and between incentive pay and straight compensation, and discusses how to evaluate those tradeoffs. It even shows how corporate ethics can be fostered through the three-element system. Each chapter starts with an executive summary, which aids the readability. Unlike other books on organizational approaches, there are not a lot of pat answers here, but there is a lot of food for thought at every level of management.
Books:
- Designing World-Class E-Learning : How IBM, GE, Harvard Business School, And Columbia University Are Succeeding At E-Learning
- Effective Coaching
- Ethical Theory and Business, Seventh Edition
- Evidence Based Coaching Handbook: Putting Best Practices to Work for Your Clients
- Execution: The Discipline of Getting Things Done
- Experiential Approach to Organization Development, An (7th Edition)
- Explaining Psychological Statistics
- Fierce Conversations: Achieving Sucess at Work and in Life One Conversation at a Time
- From the Mixed-Up Files of Mrs. Basil E. Frankweiler
- Getting What You Came For: The Smart Student's Guide to Earning an M.A. or a Ph.D.
Books Index
Books Home
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Strategy & Competition
| Management & Leadership
| Business & Investing
| Subjects
| Books
Designing Dynamic Organizations: A Hands-On Guide for Leaders at All Levels
Designing the Customer-Centric Organization: A Guide to Strategy, Structure, and Process (Jossey Bass Business and Management Series)
Competing by Design: The Power of Organizational Architecture
Designing Organizations to Create Value: From Strategy to Structure
From The Ground Up (Jossey-Bass Business & Management)
