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Designing organizations : strategy, structure, and process at the business unit and enterprise levels /
"This Third Edition of the bestselling book on organization design adds 50% new content to result in the most complete book on organization design currently available. Additions and updates encompass business unit organization, enterprise organization design, standard portfolio strategy, standa...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
San Francisco :
Jossey-Bass & Pfeiffer Imprints, Wiley,
2014.
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| Edición: | 3rd edition. |
| Colección: | Jossey-Bass business & management series.
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| Temas: | |
| Acceso en línea: | Texto completo Texto completo |
Tabla de Contenidos:
- Cover; TItle Page; Copyright; Contents; List of Figures and Tables; Preface; Chapter 1 Introduction; Today's Organization Design; Drivers of New Strategies; Growth; Fragmentation of the Stakeholder Environment; Drivers of Organization Designs; Variety and Diversity; Interdependence; Dynamics of Change; Summary; Chapter 2 The Star Model; The Origins of the Star Model; Strategy; Structure; Hierarchy of Authority; Distribution of Power Across the Hierarchy; Division of Labor; Shape of the Organization; Information and Decision Processes; Informal Processes; Business Processes.
- Management ProcessesReward Systems; Compensation Practices; Promotions; Recognition Systems; Job Challenge; People; Summary; Chapter 3 Single-Business Strategy and Functional Organization; The Evolution from Start-Up; Initial Organization; The Functional Structure; Types of Single-Business Strategies; The Lateral Organization; Lateral Coordination; Benefits and Costs of Lateral Processes; The Five Types of Lateral Processes; Fostering Voluntary Processes; E-Coordination; Summary; Chapter 4 Designing the Lateral Organization; Formal Groups; Design of Formal Groups; Simple Group Structures.
- Complex Group StructuresE-Coordination of Teams; Integrating Roles; Design of Integrating Roles; How to Decide; Summary; Chapter 5 Types of Single-Business Strategy; Product-Centric Strategy; Customer-Centric Strategy; Cost-Centric Strategy; The Real-Time Business Strategy; Customer-Centric Real-Time Strategy; Summary; Notes; Chapter 6 The Reconfigurable Functional Organization; Competing with No Sustainable Advantage; The Reconfigurable Organization; Creating Reconfigurability; Structure; Processes; Rewards; People; The Cost of Reconfigurability; Summary.
- Chapter 7 Designing the Network OrganizationThe Network Organization Model; Network Strategy; Designing the Network Organization; Partner Selection; Partnership Structure; Supporting Policies; Creating and Managing Ecosystems; A Network Organization; Summary; Chapter 8 Multibusiness Strategy and Organization; Portfolio Strategy and Organization; Diversification Strategy; Corporate Structures; Processes; Reward Systems; People; Aligned Models; Summary; Chapter 9 The Mixed Model; Strategy; Hewlett-Packard; AlliedSignal/Honeywell; Structure; Processes and Policies; Processes.
- People and Human Resources PracticesSummary; Chapter 10 Adding Value; 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; Chapter 11 The Value-Adding Conglomerates; Conglomerate Performance; Quantitative Studies of Performance; A Look at Value-Adding Conglomerates; Berkshire Hathaway; General Electric; Danaher; Illinois Tool Works; Summary; Chapter 12 Synergy Portfolio Strategies; Synergy.