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Produktbild: Anderson, D: Organization Design

Anderson, D: Organization Design Creating Strategic & Agile Organizations

Fr. 113.00

inkl. gesetzl. MwSt., Versandkostenfrei

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

10.08.2018

Verlag

O'Reilly

Seitenzahl

352

Maße (L/B/H)

25.7/18.1/2.2 cm

Gewicht

610 g

Sprache

Englisch

ISBN

978-1-5063-4927-5

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

10.08.2018

Verlag

O'Reilly

Seitenzahl

352

Maße (L/B/H)

25.7/18.1/2.2 cm

Gewicht

610 g

Sprache

Englisch

ISBN

978-1-5063-4927-5

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  • Produktbild: Anderson, D: Organization Design
  • Preface
    Acknowledgments
    About the Author
    Chapter 1: Introduction to Organization Design
    Organization Design Defined
    Organization Design Is a Set of Deliberate Decisions
    Organization Design Is a Process
    Organization Design Assumes a Systems
    Approach to Organization
    Organization Design Is Based on the Organization's Strategy
    Organization Design Encompasses Multiple Levels of Analysis
    Organization Design Is More Than Organizational Structure
    Organization Design Is an Interdisciplinary Field of Research and Practice
    History of Organization Design
    1850s to Early 20th Century
    1910s to World War II
    Post-World War II to 1960s
    1970s and 1980s
    1990s and 2000s
    The Case for Organization Design Today
    Design Affects Performance
    Design Is a Leadership Competency
    Today's Organizations Experience Significant Design Challenges
    Today's Focus on Agility Is a Design Issue
    Summary
    Questions for Discussion
    For Further Reading
    Chapter 2: Key Concepts and the Organization Design Process
    Key Concepts of Organization Design
    The STAR Model of Organization Design
    Alignment, Congruence and Fit
    Contingency Theory and Complementarity
    Tradeoffs and Competing Choices
    Reasons to Begin a Design Project
    Performance Is Suffering Because of Misalignment
    The Strategy Changes
    There Is a Shift in Environment or External Context
    There Are Internal Changes to Structures, Functions, or Jobs
    The Organization Has Made One or More Acquisitions
    The Organization Expands Globally
    There Are Cost Pressures
    There Is a Leadership Change
    Leaders Want to Communicate a Shift in Priorities
    The Design Process
    Scope, Approach, and Involvement
    Top Down
    Bottom Up
    Deciding Who Is Involved
    Design Assessments and Environmental Scanning
    Design Assessments: Gathering Data
    Using the STAR Model as a Diagnostic Framework
    Environmental Scanning: STEEP and SWOT
    Evaluating the Current Design
    Evaluating Alignment in the Design
    Evaluating Strategy/Task Performance and Social/Cultural
    Factors in the Design
    Goold and Campbell's Nine Design Tests
    Design Criteria and Organizational Capabilities
    Benefits of Design Criteria
    How to Develop and Use Design Criteria in the Design Process
    Summary
    Questions for Discussion
    For Further Reading
    Exercise
    Case Study 1: The Supply Chain Division of Superior Module Electronics, Inc.
    Chapter 3: Strategy
    Why Strategy is an Important Concept for Organization Design
    What is Strategy?
    Sustainable Competitive Advantage
    Activity Systems and Strategic Tradeoffs
    Types of Strategy
    Porter's Generic Strategies
    Treacy and Wiersema's Value Disciplines
    Miles and Snow's Strategy Typology
    Stuck in the Middle
    Key Concepts
    Porter's Five Forces Model
    Core Competencies
    Blue Ocean Strategies and the Strategy Canvas
    New Trends in Thinking About Strategy
    Summary
    Questions for Discussion
    For Further Reading
    Exercises
    Chapter 4: Structure
    Connecting Strategy and Structure
    How Strategy Influences Structure
    How Structure Influences Strategy
    Dimensions of Organization Structure
    Departmentalization or Groupings
    The Purpose of Department Groupings
    Structure Options
    Advantages and Disadvantages of Structure Types
    Principles of Structure
    Shape/Configuration: Span of Control and Layers
    Distribution of Power: Centralization/Decentralization
    Division of Labor and Specialization
    Connecting Strategy and Structure: Revisited
    Summary
    Questions for Discussion
    For Further Reading
    Exercises
    Chapter 5: Processes and Lateral Capability
    Lateral Capability: The Horizontal Organization
    Why Developing Lateral Capability Is So Difficult
    Benefits and Costs of Lateral Capability
    Forms of Lateral Capability
    Networks
    Shared Goals, Processes, and Systems
    Teams
    Integrator Roles
    Matrix Organizations
    Getting the Level of Lateral Capability Right
    How to Decide Which Form to Use
    Governance Models and Decision Authority
    Governance and Planning Processes
    Decision-Making Practices
    Enablers for Successful Lateral Capability
    Summary
    Questions for Discussion
    For Further Reading
    Exercise
    Case Study 2: Collaboration at OnDemand Business Courses, Inc.
    Chapter 6: People
    Case 1: Coca-Cola
    Case 2: AT&T
    Case 3: Lafarge
    Traditional Approaches to People Practices
    A Strategic Approach to People Practices
    Key Positions and the Differentiated Workforce
    "A" Positions and Pivot Roles
    Talent Identification and Planning
    Talent Identification: Focus on Potential
    Talent Planning, Pipelines, and Talent Pools
    Career Development
    The Classic View: Stages of the Career
    The Contemporary View: Boundaryless Careers
    Talent Development and Learning Programs
    New Forms of Learning versus Formal Training
    Development Through Experiences
    Performance Management
    Strategic Analysis and Designing the People Point
    Global Considerations
    Summary
    Questions for Discussion
    For Further Reading
    Exercise
    Chapter 7: Rewards
    Approaches to Rewards
    Misaligned Rewards: When Rewards Fail
    Unethical Behavior
    Counterproductive Behavior
    Conflict and Competition
    Slower Change and Resistance
    Why Designing Rewards is so Challenging
    Motivation
    Expectancy Theory, Goal Setting, and Equity
    Intrinsic and Extrinsic Motivation
    Motivation-Hygiene Theory
    Intrinsic Motivation and Extrinsic Rewards
    Motivational Impact of Job Design
    Metrics and the Balanced Scorecard
    Rewards Strategy and Systems
    Basis for Rewards
    Types of Rewards
    Designing a Rewards System That Works
    Rewards, Strategy, and Other STAR Points
    Summary
    Questions for Discussion
    For Further Reading
    Exercises
    Case Study 3: A Talent and Rewards Strategy at EZP Consulting
    Chapter 8: Reorganizing, Managing Change, and Transitions
    Change and Resistance
    Personal Transitions
    A Change and Transition Planning Framework
    Resistance
    Reorganizing and Transition Planning
    Structure, Reporting Relationships, and Staffing
    Pace and Timing
    Scope and Sequencing
    Communication
    Feedback and Learning
    Organizational Culture and Design
    What Is Culture?
    Understanding Culture: Competing Values Framework
    Leadership and Organization Design
    Leadership's Role During the Design Process
    Leadership's Role During Change
    Design and Leadership Development
    Leading New Teams
    Summary
    Questions for Discussion
    For Further Reading
    Exercise
    Case Study 4: Reorganizing the Finance Department: Managing Change and Transitions
    Chapter 9: Agility
    Why Agility is Important Today
    Continuous Design and Reconfigurable Organizations
    What Agility Means
    "Change-Friendly" Identity
    Sensing Change
    Agile Strategy
    Zara and Transient Advantages
    Rapid Prototyping and Experimentation
    Agile Structure
    Structure and the "Dual Operating System"
    Holacracy
    Agile Process and Lateral Capability
    Agile Teams
    Global Collaboration
    Partnerships and Collaborative Networks
    Agile People
    Learning Agility
    Leadership Agility
    Agile Rewards
    Agility and Stability
    Summary
    Questions for Discussion
    For Further Reading
    Chapter 10: Future Directions of Organization Design
    Emerging Beliefs about Organizations and Design
    Work Trends Create Design Challenges
    Design Challenges Shape Design Process
    Future Trends in Organization Design Theory and Practice
    Big Data
    Digital Technologies, Platforms, and Business Models
    Sustainability and the Triple Bottom Line
    Changes in Organization Design Practice: A Case Study of Royal Dutch Shell
    The Organization Design Practitioner Role and Skills
    Summary
    Questions for Discussion
    For Further Reading
    Appendix
    Organization Design Simulation Activity
    Part I: Strategy
    Part II: Structure and Process and Lateral Capability
    Part III: People and Rewards
    Part IV: Reorganizing
    References