Organization design: creating strategic & agile organizations
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Los Angeles
SAGE
[2019]
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | xxi, 323 Seiten Illustrationen, Diagramme |
| ISBN: | 9781506349275 |
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Datensatz im Suchindex
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| adam_text | ORGANIZATION DESIGN
/ ANDERSON, DONALD L.YYD1971-YYEAUTHOR
: 2019
TABLE OF CONTENTS / INHALTSVERZEICHNIS
INTRODUCTION TO ORGANIZATION DESIGN
KEY CONCEPTS AND THE ORGANIZATION DESIGN PROCESS
STRATEGY
STRUCTURE
PROCESSES AND LATERAL CAPABILITY
PEOPLE
REWARDS
REORGANIZING, MANAGING CHANGE, AND TRANSITIONS
AGILITY
FUTURE DIRECTIONS IN ORGANIZATION DESIGN
DIESES SCHRIFTSTUECK WURDE MASCHINELL ERZEUGT.
DETAILED CONTENTS
Preface xv
Acknowledgments xix
About the Author xxi
CHAPTER 1 • Introduction to Organization Design 1
Organization Design Defined 3
Organization Design Is a Set of Deliberate Decisions 4
Organization Design Is a Process 4
Organization Design Assumes a Systems
Approach to Organization 5
Organization Design Is Based on the Organization’s Strategy 6
Organization Design Encompasses Multiple Levels of Analysis 6
Organization Design Is More Than Organizational Structure 6
Organization Design Is an Interdisciplinary Field
of Research and Practice 7
History of Organization Design 8
1850s to Early 20th Century 8
1910s to World War II 9
Post-World War II to 1960s 10
1970s and 1980s 13
1990s and 2000s 14
The Case for Organization Design Today 15
Design Affects Performance 15
Design Is a Leadership Competency 17
Today’s Organizations Experience Significant Design Challenges 18
Changing Nature of Work 18
Globalization 19
Technology 19
Organization Designs Today 20
Today’s Focus on Agility Is a Design Issue 20
Summary 21
Questions for Discussion 21
For Further Reading 22
CHAPTER 2 • Key Concepts and the Organization
Design Process 23
Key Concepts of Organization Design 23
The STAR Model of Organization Design 23
Alignment, Congruence, and Fit 25
Contingency Theory and Complementarity 27
Trade-offs and Competing Choices 28
Reasons to Begin a Design Project 28
Performance Is Suffering Because of Misalignment 29
The Strategy Changes 29
There Is a Shift in Environment or External Context 29
There Are Internal Changes to Structures, Functions, or Jobs 30
The Organization Has Made One or More Acquisitions 30
The Organization Expands Globally 31
There Are Cost Pressures 31
There Is a Leadership Change 31
Leaders Want to Communicate a Shift in Priorities 31
The Design Process 32
Scope, Approach, and Involvement 34
Top Down 34
Bottom Up 35
Deciding Who Is Involved 35
Benefits of a More Participative Approach 36
Choosing the Right Participants 37
Design Assessments and Environmental Scanning 38
Design Assessments: Gathering Data 39
Interviews 39
Focus Groups 41
Surveys and Questionnaires 43
Observations and Unobtrusive Measures 44
Using the STAR Model as a Diagnostic Framework 46
Environmental Scanning: STEEP and SWOT 47
Evaluating the Current Design 49
Evaluating Alignment in the Design 50
Evaluating Strategy/Task Performance and Social/Cultural
Factors in the Design 50
Goold and Campbell’s Nine Design Tests 51
Design Criteria and Organizational Capabilities 52
Benefits of Design Criteria 53
How to Develop and Use Design Criteria in the Design Process 54
Summary 56
Questions for Discussion 56
For Further Reading 56
Exercise 57
Case Study 1: The Supply Chain Division of Superior Module
Electronics, Inc. 57
CHAPTER 3 • Strategy 63
Why Strategy Is an Important Concept for Organization Design 64
What Is Strategy? 65
Sustainable Competitive Advantage 66
Activity Systems and Strategic Trade-offs 67
Strategy Rests on Unique Activities 67
Strategy Requires Trade-offs 68
Types of Strategy 69
Porter’s Generic Strategies 69
Cost Leadership 69
Differentiation 71
Focus 71
Treacy and Wiersema’s Value Disciplines 72
Operational Excellence 73
Product Leadership 73
Customer Intimacy 73
Miles and Snow’s Strategy Typology 74
Defenders 74
Prospectors 75
Analyzers 75
Reactors 75
Stuck in the Middle 77
Key Concepts 78
Porter’s Five Forces Model 78
Threat o/New Entrants 79
Bargaining Power of Buyers 80
Bargaining Power of Suppliers 80
Threat o/Substitute Products or Services 80
Rivalry Among Existing Competitors 81
Core Competencies 82
Blue Ocean Strategies and the Strategy Canvas 83
New Trends in Thinking About Strategy 86
Summary 88
Questions for Discussion 88
For Further Reading 89
Exercises 89
CHAPTER 4 • Structure 91
Connecting Strategy and Structure 92
How Strategy Influences Structure 92
How Structure Influences Strategy 92
Dimensions of Organization Structure 93
Departmentalization or Groupings 93
The Purpose of Department Groupings 93
Structure Options 94
Functional Structure 94
Product Structure 96
Customer/Market Structure 97
Geographic Structure 98
Process Structure 98
Network Structure 100
Front-Back Structure 101
Matrix Structure 103
Advantages and Disadvantages of Structure Types 105
Choosing a Structure and Evaluating the Options 108
1. To what extent does the option maximize the utilization of resources? 108
2. How does grouping affect specialization and economies of scale? 109
3. How does the grouping form affect measurement and control issues? 109
4. How does the grouping form affect the development 0/individuals and the
organization s capacity to use its human resources? 109
5. How does the grouping form affect the final output of the organization? 109
6. How responsive is each organization form to important
competitive demands? 110
Principles of Structure 110
Shape/Configuration: Span of Control and Layers 110
Distribution of Power: Centralization/Decentralization 113
Division of Labor and Specialization 116
Connecting Strategy and Structure: Revisited 117
Summary 118
Questions for Discussion 118
For Further Reading 118
Exercises 119
CHAPTERS • Processes and Lateral Capability 121
Lateral Capability: The Horizontal Organization 124
Why Developing Lateral Capability Is So Difficult 126
Benefits and Costs of Lateral Capability 126
Forms of Lateral Capability 128
Networks 128
Cultivating Networks 129
Shared Goals, Processes, and Systems 132
Teams 134
Cross-FunctionalTeams 134
Integrator Roles 136
Matrix Organizations 137
Making the Matrix Work 139
Getting the Level of Lateral Capability Right 141
How to Decide Which Form to Use 143
Governance Models and Decision Authority 145
Governance and Planning Processes 145
Decision-Making Practices 146
Enablers for Successful Lateral Capability 148
Summary 149
Questions for Discussion 149
For Further Reading 150
Exercise 150
Case Study 2: Collaboration at OnDemand Business Courses, Inc. 150
CHAPTER 6 • People 157
Case 1: Coca-Cola 157
Case 2: AT T 158
Case 3: Lafarge 158
Traditional Approaches to People Practices 159
A Strategic Approach to People Practices 161
Key Positions and the Differentiated Workforce 163
“A” Positions and Pivot Roles 165
A Positions; Strategic 166
“B Positions; Support 166
“C Positions; Surplus 167
Talent Identification and Planning 168
Talent Identification: Focus on Potential 169
Talent Planning, Pipelines, and Talent Pools 171
Career Development 172
The Classic View: Stages of the Career 172
The Contemporary View: Boundaryless Careers 173
Career Lattice Versus Career Ladder 174
Talent Development and Learning Programs 176
New Forms of Learning Versus Formal Training 176
Development Through Experiences 177
Performance Management 179
Strategic Analysis and Designing the People Point 181
Global Considerations 183
Summary 184
Questions for Discussion 185
For Further Reading 185
Exercise 185
CHAPTER 7 • Rewards 187
Approaches to Rewards 188
Misaligned Rewards: When Rewards Fail 189
Unethical Behavior 189
Counterproductive Behavior 190
Conflict and Competition 190
Slower Change and Resistance 191
Why Designing Rewards Is So Challenging 191
Motivation 192
Expectancy Theory, Goal Setting, and Equity 192
Intrinsic and Extrinsic Motivation 195
Motivation-Hygiene Theory 195
Intrinsic Motivation and Extrinsic Rewards 197
Motivational Impact of Job Design 198
Metrics and the Balanced Scorecard 200
Rewards Strategy and Systems 204
Basis for Rewards 204
Types of Rewards 207
Designing a Rewards System That Works 208
Rewards, Strategy, and Other STAR Points 209
Summary 211
Questions for Discussion 211
For Further Reading 211
Exercises 211
Case Study 3: A Talent and Rewards Strategy at EZP Consulting 212
CHAPTER 8 » Reorganizing, Managing Change,
and Transitions 217
Change and Resistance 219
Personal Transitions 220
A Change and Transition Planning Framework 221
Resistance 223
Reorganizing and Transition Planning 224
Structure, Reporting Relationships, and Staffing 225
Pace and Timing 226
Scope and Sequencing 227
Communication 229
Feedback and Learning 229
Organizational Culture and Design 232
What Is Culture? 233
Understanding Culture: Competing Values Framework 235
Leadership and Organization Design 239
Leadership’s Role During the Design Process 239
Leadership’s Role During Change 240
Design and Leadership Development 241
Leading New Teams 242
Summary 244
Questions for Discussion 245
For Further Reading 245
Exercise 245
Case Study 4: Reorganizing the Finance Department:
Managing Change and Transitions 245
CHAPTER 9 • Agility 251
Why Agility Is Important Today 252
Continuous Design and Reconfigurable Organizations 253
What Agility Means 254
“Change-Friendly” Identity 255
Sensing Change 256
Agile Strategy 257
Zara and Transient Advantages 257
Rapid Prototyping and Experimentation 259
Agile Structure 260
Structure and the “Dual Operating System” 261
Holacracy 262
Agile Processes and Lateral Capability 265
Agile Teams 265
Global Collaboration 266
Partnerships and Collaborative Networks 267
Agile People 269
Learning Agility 269
Leadership Agility 271
Agile Rewards 273
Agility and Stability 274
Summary 275
Questions for Discussion 276
For Further Reading 276
CHAPTER lO • Future Directions of Organization Design 277
Emerging Beliefs About Organizations and Design 277
Work Trends Create Design Challenges 279
Design Challenges Shape Design Process 281
Future Trends in Organization Design Theory and Practice 282
Big Data 282
Digital Technologies, Platforms, and Business Models 284
Sustainability and the Triple Bottom Line 285
Changes in Organization Design Practice:
A Case Study of Royal Dutch Shell 286
The Organization Design Practitioner Role and Skills 287
Summary 291
Questions for Discussion 292
For Further Reading 292
Appendix
Organization Design Simulation Activity 293
Part I: Strategy 293
Your Profile 293
Your Mission: Create an Organization and Explain Its Strategy 293
Part II: Structure and Processes and Lateral Capability 296
Structure 296
Processes and Lateral Capability 296
Part III: People and Rewards 297
People Practices 297
Reward Practices 297
Part IV: Reorganizing 298
References 301
Index 315
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| spelling | Anderson, Donald L. 1971- Verfasser (DE-588)1015047211 aut Organization design creating strategic & agile organizations Donald L. Anderson, University of Denver Los Angeles SAGE [2019] xxi, 323 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Organizational change Organizational behavior Organizational effectiveness Strategisches Management (DE-588)4124261-0 gnd rswk-swf Organisationswandel (DE-588)4075693-2 gnd rswk-swf Organisationsgestaltung (DE-588)4115462-9 gnd rswk-swf (DE-588)4123623-3 Lehrbuch gnd-content Organisationsgestaltung (DE-588)4115462-9 s Organisationswandel (DE-588)4075693-2 s Strategisches Management (DE-588)4124261-0 s b DE-604 LoC Fremddatenuebernahme application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030639478&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis Digitalisierung UB Regensburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030639478&sequence=000004&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Anderson, Donald L. 1971- Organization design creating strategic & agile organizations Organizational change Organizational behavior Organizational effectiveness Strategisches Management (DE-588)4124261-0 gnd Organisationswandel (DE-588)4075693-2 gnd Organisationsgestaltung (DE-588)4115462-9 gnd |
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| title | Organization design creating strategic & agile organizations |
| title_auth | Organization design creating strategic & agile organizations |
| title_exact_search | Organization design creating strategic & agile organizations |
| title_full | Organization design creating strategic & agile organizations Donald L. Anderson, University of Denver |
| title_fullStr | Organization design creating strategic & agile organizations Donald L. Anderson, University of Denver |
| title_full_unstemmed | Organization design creating strategic & agile organizations Donald L. Anderson, University of Denver |
| title_short | Organization design |
| title_sort | organization design creating strategic agile organizations |
| title_sub | creating strategic & agile organizations |
| topic | Organizational change Organizational behavior Organizational effectiveness Strategisches Management (DE-588)4124261-0 gnd Organisationswandel (DE-588)4075693-2 gnd Organisationsgestaltung (DE-588)4115462-9 gnd |
| topic_facet | Organizational change Organizational behavior Organizational effectiveness Strategisches Management Organisationswandel Organisationsgestaltung Lehrbuch |
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