Designing Organizations: Strategy, Structure, and Process at the Business Unit and Enterprise Levels
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: 2014-02-03
- Hægt að prenta út 2 bls.
- Hægt að afrita 10 bls.
- Format:ePub
- ISBN 13: 9781118985793
- Print ISBN: 9781118409954
- ISBN 10: 1118985796
Efnisyfirlit
- Front Matter
- Preface
- 1 Introduction
- Today's Organization Design
- Drivers of New Strategies
- Growth
- Fragmentation of the Stakeholder Environment
- Drivers of Organization Designs
- Variety and Diversity
- Interdependence
- Figure 1.1 Types of Interdependence
- Dynamics of Change
- Table 1.1 Matching Strategy and Organization
- Summary
- The Origins of the Star Model
- Figure 2.1 The Star Model
- Strategy
- Structure
- Hierarchy of Authority
- Functional Organization
- Figure 2.2 Functional Organization
- Product Organization or Business Units
- Figure 2.3 Product Structure
- Customer Business Unit
- Channels
- Geographical Structure
- Hybrid Structures
- Figure 2.4 Hybrid Product and Function Structure
- Matrix Organizations
- Functional Organization
- Distribution of Power Across the Hierarchy
- Division of Labor
- Shape of the Organization
- Hierarchy of Authority
- Information and Decision Processes
- Informal Processes
- Business Processes
- Management Processes
- Reward Systems
- Compensation Practices
- Promotions
- Recognition Systems
- Job Challenge
- People
- Summary
- The Evolution from Start-Up
- Initial Organization
- The Functional Structure
- Figure 3.1 Rovio Functional Structure
- Types of Single-Business Strategies
- Operational Excellence
- Product-Centric
- Customer-Centric
- Table 3.1 The Cost-Centric Organization
- Table 3.2 The Product-Centric Versus Customer-Centric Organization
- Figure 3.2 Lateral Processes Across Functions
- Lateral Coordination
- Figure 3.3 Work Flows Across a Functional Structure
- Benefits and Costs of Lateral Processes
- The Five Types of Lateral Processes
- Figure 3.4 Types of Lateral Processes
- Fostering Voluntary Processes
- Figure 3.5 Matching Coordination Needs with Lateral Processes
- Interdepartmental Rotation
- Interdepartmental Events
- Colocation
- Mirror-Image Departments
- Figure 3.6 Mirror-Image Functional Structure
- Consistent Reward and Measurement Systems
- E-Coordination
- E-Coordination with Mobile Devices and a Service Contract on the Web
- Social Technologies
- Formal Groups
- Design of Formal Groups
- Bases
- Charter
- Staffing
- Conflict
- Rewards
- Leader Role
- Simple Group Structures
- Complex Group Structures
- Multidimensional Team
- Figure 4.1 Product and Component Team Combination
- A Spectrum of Design
- Multidimensional Team
- E-Coordination of Teams
- Design of Formal Groups
- Integrating Roles
- Design of Integrating Roles
- Structure of the Role
- Figure 4.2 Product Manager Variations
- Staffing Choice
- Status of the Role
- Information Systems
- Planning Processes
- Figure 4.3 Planning Matrix for a Telecom Operator
- Reward Systems
- Budget Authority
- Dual Authority
- Figure 4.4 Matrix Structure with Dual Authority
- Structure of the Role
- Design of Integrating Roles
- How to Decide
- Product-Centric Strategy
- Figure 5.1 Nike's Functional Structure
- Figure 5.2 Nike's Cross-Functional Running Shoe Team
- Customer-Centric Strategy
- Figure 5.3 Retail Bank Structure
- Figure 5.4 Retail Bank Planning and Budgeting Spreadsheet
- Cost-Centric Strategy
- The Real-Time Business Strategy
- Figure 5.5 Nike's Digital Functional Structure
- Customer-Centric Real-Time Strategy
- Summary
- Notes
- Competing with No Sustainable Advantage
- Figure 6.1 The Star Model
- The Reconfigurable Organization
- Creating Reconfigurability
- Figure 6.2 Product Team Organization
- Figure 6.3 Multidimensional Organization
- Structure
- Figure 6.4 Fully Reconfigurable Organization
- Processes
- Rewards
- People
- Figure 6.5 Reconfigurable But Aligned Star Model
- The Network Organization Model
- Network Strategy
- Vertical and Horizontal Industry Structures
- Figure 7.1 Transformation of the Computer Industry
- Strategic Network Decisions
- Vertical and Horizontal Industry Structures
- Designing the Network Organization
- External Relationships
- Figure 7.2 Types of External Relationships and Coordination Requirements
- Markets and Contracts
- Sourcing and Alliances
- Equity Relationships
- Ownership
- External Relationships
- Partner Selection
- Partnership Structure
- Figure 7.3 Partnership Structure for Sourcing, Alliances, or Joint Ventures
- Figure 7.4 The Operator Alliance Model
- Figure 7.5 The Shared Alliance Model
- Figure 7.6 The Autonomous Joint Venture Model
- Supporting Policies
- Network Strategy
- Creating and Managing Ecosystems
- A Network Organization
- Summary
- Portfolio Strategy and Organization
- Diversification Strategy
- Corporate Structures
- Table 8.1 Corporate Strategy and Organization
- Figure 8.1 BMW Corporate Organization Structure
- Figure 8.2 Amgen Corporate Organization Structure
- Figure 8.3 Kellogg's Corporate Organization Structure
- Figure 8.4 Holding Company
- Processes
- Table 8.2 Corporate Strategy and Organizational Processes
- Reward Systems
- Table 8.3 Corporate Strategy and Compensation Practices
- People
- Aligned Models
- Figure 8.5 Portfolio Strategy and Organization
- Summary
- Strategy
- Hewlett-Packard
- AlliedSignal/Honeywell
- Structure
- Figure 9.1 The Hewlett-Packard Mixed Model
- Figure 9.2 Portfolio Strategy and Organization
- Processes and Policies
- Processes
- People and Human Resources Practices
- Summary
- Portfolio Strategy Today
- Figure 10.1 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
- Conglomerate Performance
- Quantitative Studies of Performance
- Figure 11.1 Financial Performance Versus the Number of Diverse Businesses in the Portfolio
- A Look at Value-Adding Conglomerates
- Berkshire Hathaway
- Table 11.1 Berkshire Hathaway Companies
- General Electric
- Figure 11.2 GE's Organization Structure
- Danaher
- Figure 11.3 Danaher Corporate Organization Structure
- Illinois Tool Works
- Figure 11.4 Illinois Toolworks Organization Structure
- Berkshire Hathaway
- Synergy
- Figure 12.1 Value Chain for United Technologies' Businesses
- Figure 12.2 Leveraging Intellectual Property at Disney
- Figure 12.3 Synergy Through Solutions at IBM
- Leveraging Intellectual Property
- Figure 12.4 The Walt Disney Company Structure
- Figure 12.5 Star Model for the Disney Organization
- Synergy Through Solutions
- Portfolio Strategies
- Business On Demand
- Smart Planet
- IBM Organization
- Structure
- Figure 12.6 IBM Structure
- Processes
- Reward System
- People
- Structure
- Summary
- What Is New About Big Data
- Organization Design Challenges
- Power Shift
- Attain Real-Time Decision Making
- Opportunity to Generate Revenue from Big Data
- Figure 13.1 Nike Organization Structure, July 2013
- Bibliography
- About the Author
- Index
UM RAFBÆKUR Á HEIMKAUP.IS
Bókahillan þín er þitt svæði og þar eru bækurnar þínar geymdar. Þú kemst í bókahilluna þína hvar og hvenær sem er í tölvu eða snjalltæki. Einfalt og þægilegt!Rafbók til eignar
Rafbók til eignar þarf að hlaða niður á þau tæki sem þú vilt nota innan eins árs frá því bókin er keypt.
Þú kemst í bækurnar hvar sem er
Þú getur nálgast allar raf(skóla)bækurnar þínar á einu augabragði, hvar og hvenær sem er í bókahillunni þinni. Engin taska, enginn kyndill og ekkert vesen (hvað þá yfirvigt).
Auðvelt að fletta og leita
Þú getur flakkað milli síðna og kafla eins og þér hentar best og farið beint í ákveðna kafla úr efnisyfirlitinu. Í leitinni finnur þú orð, kafla eða síður í einum smelli.
Glósur og yfirstrikanir
Þú getur auðkennt textabrot með mismunandi litum og skrifað glósur að vild í rafbókina. Þú getur jafnvel séð glósur og yfirstrikanir hjá bekkjarsystkinum og kennara ef þeir leyfa það. Allt á einum stað.
Hvað viltu sjá? / Þú ræður hvernig síðan lítur út
Þú lagar síðuna að þínum þörfum. Stækkaðu eða minnkaðu myndir og texta með multi-level zoom til að sjá síðuna eins og þér hentar best í þínu námi.
Fleiri góðir kostir
- Þú getur prentað síður úr bókinni (innan þeirra marka sem útgefandinn setur)
- Möguleiki á tengingu við annað stafrænt og gagnvirkt efni, svo sem myndbönd eða spurningar úr efninu
- Auðvelt að afrita og líma efni/texta fyrir t.d. heimaverkefni eða ritgerðir
- Styður tækni sem hjálpar nemendum með sjón- eða heyrnarskerðingu
- Gerð : 208
- Höfundur : 12358
- Útgáfuár : 2014
- Leyfi : 379