Designing Organizations: An Executive Guide to Strategy, Structure, and Process
5.590 kr.
Lýsing:
This revision should result in the most complete book on Organization Design currently available. Part 1 will explain the basics of organization design and outline the rest of the book. Part 2 will be a revised and updated version of most of the current chapters and will be titled, Organizing Business Units. Part 3 will be a new section titled Designing the Enterprise Organization and will address topics such as standard portfolio strategy, the standard functionla, divisional and holding company structures, and a new discussion of Value Adding Conglomerates.
Annað
- Höfundur: Jay R. Galbraith
- Útgáfa:3
- Útgáfudagur: 2014-01-10
- Hægt að prenta út 2 bls.
- Hægt að afrita 10 bls.
- Format:Page Fidelity
- ISBN 13: 9781118417294
- Print ISBN: 9781118409954
- ISBN 10: 1118417291
Efnisyfirlit
- TItle Page
- Copyright
- Contents
- List of Figures and Tables
- Preface
- Chapter 1 Introduction
- Today’s Organization Design
- Drivers of New Strategies
- Growth
- Fragmentation of the Stakeholder Environment
- Drivers of Organization Designs
- Variety and Diversity
- Interdependence
- Dynamics of Change
- Summary
- Chapter 2 The Star Model
- The Origins of the Star Model
- Strategy
- Structure
- Hierarchy of Authority
- Distribution of Power Across the Hierarchy
- Division of Labor
- Shape of the Organization
- Information and Decision Processes
- Informal Processes
- Business Processes
- Management Processes
- Reward Systems
- Compensation Practices
- Promotions
- Recognition Systems
- Job Challenge
- People
- Summary
- Chapter 3 Single-Business Strategy and Functional Organization
- The Evolution from Start-Up
- Initial Organization
- The Functional Structure
- Types of Single-Business Strategies
- The Lateral Organization
- Lateral Coordination
- Benefits and Costs of Lateral Processes
- The Five Types of Lateral Processes
- Fostering Voluntary Processes
- E-Coordination
- Summary
- The Evolution from Start-Up
- Chapter 4 Designing the Lateral Organization
- Formal Groups
- Design of Formal Groups
- Simple Group Structures
- Complex Group Structures
- E-Coordination of Teams
- Integrating Roles
- Design of Integrating Roles
- How to Decide
- Summary
- Formal Groups
- Chapter 5 Types of Single-Business Strategy
- Product-Centric Strategy
- Customer-Centric Strategy
- Cost-Centric Strategy
- The Real-Time Business Strategy
- Customer-Centric Real-Time Strategy
- Summary
- Notes
- Chapter 6 The Reconfigurable Functional Organization
- Competing with No Sustainable Advantage
- The Reconfigurable Organization
- Creating Reconfigurability
- Structure
- Processes
- Rewards
- People
- The Cost of Reconfigurability
- Summary
- Chapter 7 Designing the Network Organization
- The Network Organization Model
- Network Strategy
- Designing the Network Organization
- Partner Selection
- Partnership Structure
- Supporting Policies
- Creating and Managing Ecosystems
- A Network Organization
- Summary
- The Network Organization Model
- Chapter 8 Multibusiness Strategy and Organization
- Portfolio Strategy and Organization
- Diversification Strategy
- Corporate Structures
- Processes
- Reward Systems
- People
- Aligned Models
- Summary
- Portfolio Strategy and Organization
- Chapter 9 The Mixed Model
- Strategy
- Hewlett-Packard
- AlliedSignal/Honeywell
- Structure
- Processes and Policies
- Processes
- People and Human Resources Practices
- Summary
- Strategy
- Chapter 10 Adding Value
- Portfolio Strategy Today
- Creating Value
- Capital and Financial Acumen
- Talent
- Technology
- Government Relations/International
- Leverage
- Brand
- Banking Capability
- Sharing Intangibles, Expertise, and Knowledge
- Tangible Resource Sharing
- Summary
- Chapter 11 The Value-Adding Conglomerates
- Conglomerate Performance
- Quantitative Studies of Performance
- A Look at Value-Adding Conglomerates
- Berkshire Hathaway
- General Electric
- Danaher
- Illinois Tool Works
- Summary
- Chapter 12 Synergy Portfolio Strategies
- Synergy
- Leveraging Intellectual Property
- Synergy Through Solutions
- Portfolio Strategies
- Business On Demand
- Smart Planet
- IBM Organization
- Structure
- Processes
- Reward System
- People
- Summary
- Chapter 13 Organizational Design Challenges and Opportunities Resulting from Big Data
- What Is New About Big Data
- Organization Design Challenges
- Power Shift
- Attain Real-Time Decision Making
- Opportunity to Generate Revenue from Big Data
- Summary
- Bibliography
- About the Author
- Index
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- Gerð : 208
- Höfundur : 12358
- Útgáfuár : 2014
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