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Informationen zum Autor Jay Galbraith (Breckenridge, Co) is a professor at the University of Southern California and the International Institute for Management Development in Lausanne. His previous books, including Organizing for the Future and Designing Organizations, are classics in their field. Klappentext Designing Dynamic Organizations shows business leaders at all levels how to grapple with problems of restructuring. Based on author Jay Galbraith's world-renowned approach! this guide includes examples and worksheets that pilot readers through the essential steps of organizational design. Zusammenfassung Which business structures are best suited to the unpredictable 21st century? How can a business reconfigure itself with minimum disruption and maximum impact? Every executive grapples with problems of restructuring--and most need hands-on guidance to solve them. Based on Jay Galbraith’s world-renowned approach to organization design and featuring a broad selection of practical tips and tools developed by Diane Downey and Amy Kates, Designing Dynamic Organizations gives business leaders at all levels everything they need to implement positive, progressive change. In this book, business executives will learn 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? Designing Dynamic Organizations includes examples and worksheets that pilot you through the essential steps of organizational design. Inhaltsverzeichnis "Preface Introduction What Is an Organization? Who This Book Is For Organization of the Book Acknowledgements 1. Getting Started Organization Design The Reconfigurable Organization Deciding When to Redesign The Design Process The Case for a Participative Process Summary 2. Determining the Design Framework Translating the Strategy into Design Criteria Clarifying Limits and Assumptions Assessing the Current State Summary 3. Designing the Structure Structural Concepts Organizational Roles Testing the Design Mapping the Structure Design and Implementation Governance Summary 4. Processes and Lateral Capability Lateral Capability Networks Lateral Processes Integrative Roles Matrix Relationships Building Lateral Capability 5. Defining and Rewarding Success Metrics Values and Behaviors Compensation Reward and Recognition Programs Summary 6. People Practices Introduction Staffing the New Organization Assessing for Learning Aptitude Performance Feedback From Training to Learning Summary 7. Implementation Planning Managing Skepticism Conclusion: Assimilating into the Organization" ...
