Designing Your Organization288 pages | Publisher: Wiley; (September 22, 2006) | English | ISBN: 0471788627 | PDF | 9.3 Mb
Designing Your Organization is a hands-on guide that provides managers with a set of practical tools to use when making organization design decisions. Based on Jay Galbraith’s widely used Star Model, the book covers the fundamentals of organization design and offers frameworks and tools to help leaders execute their strategy. The authors address the five specific design challenges that confront most of today’s organizations:
Designing around the customer
Organizing across borders
Making a matrix work
Solving the centralization—and decentralization dilemma
Organizing for innovation
The first two questions to address are: What is an organization? and What is organization design? For our purposes, the term organization is used broadly to refer to an entire firm, as well as to just one part of it. It can be made up of many thousands of people or only a handful. For a
corporate leader, the organization encompasses the entire company, and from the vantage point of a unit manager, the organization may be simply that unit. Most of what we discuss in this book is applicable to the whole organization, as well as to the smaller organizations nested within the larger firm. Although we frequently refer to companies and firms, the concepts apply equally to nonprofit and government entities.
Organization design is the deliberate process of configuring structures, processes, reward systems, and people practices to create an effective organization capable of achieving the business strategy. The organization is not an end in itself; it is simply a vehicle for accomplishing the strategic tasks of the business. It is an invisible construct used to harness and direct the
energy of the people who do the work. We believe that the vast majority of people go to their jobs each day wanting to contribute to the mission of the organization they work for.
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