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Bridging Organization Design and Performance : Five Ways to Activate a Global Operation Model.
Of the ChapterChapter 9: Design Process for Activation; Set a Road Map with a Realistic View of the Timeframe; Build Leadership Alignment into the Plan; Management Summit Meetings; Establish the Right Project Infrastructure; Work the Intersections in the New Organization; Measure Progress and Make C...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Newark, NJ :
Wiley,
2015.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 049 | |a UAMI | ||
| 100 | 1 | |a Kesler, Gregory. | |
| 245 | 1 | 0 | |a Bridging Organization Design and Performance : |b Five Ways to Activate a Global Operation Model. |
| 260 | |a Newark, NJ : |b Wiley, |c 2015. | ||
| 300 | |a 1 online resource (204 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Title Page; Copyright; Table of Contents; Dedication; Foreword; Chapter 1: The Global Operating Model; A Failure of Strategy or Execution?; The Global Operating Model; Why Organization Is as Important as Strategy; Agility versus Leverage; The Challenge of Activation; Our Research; Organization of the Book; Summary of the Chapter; Chapter 2: Sources of Complexity; Global/Local: The Many Faces of Global Companies; Business Portfolio Relatedness; Horizons for Growth; Strategic Complexity-TV Multichannel Retail Example; Summary of the Chapter; Chapter 3: The Five Activators; The Right Connections. | |
| 505 | 8 | |a The Right ConversationsThe Right Know-How; Summary of the Chapter; Part I: The Right Connections; Chapter 4: Unique Value-Adding Layers; Layering and Complexity; Overlayered Infrastructure; Defining a Unique Value-Adding Role for Each Layer; The Anchor Layer; Finding the Anchor Layer; Span Breakers; How Functions Can Create the Right Connections; Center-Led Functions; Function Work at the Right Level; Summary of the Chapter; Chapter 5: Innovation and Execution Networks; Structuring the Global Network; Example: Marketing and Brand Building; Example: R & D Capability. | |
| 505 | 8 | |a Example: Non-Profit System AlignmentExample: Digital Capability; Summary of the Chapter; Part II: The Right Conversations; Chapter 6: The Business Handshake; Structuring the Handshake; Interlocked Business Plans-The Front End of the Handshake; Shared and Controllable Profit-and-Loss Targets; Communicating the Strategy; Performance Visibility-The Back End of the Handshake; Handshakes between Businesses and Functions; Reward Systems and Collaboration; Summary of the Chapter; Chapter 7: Power, Governance, and Decision Making; False Paradoxes-Avoiding the Traps; Allocating and Balancing Power. | |
| 505 | 8 | |a Power Allocation in the Product/Geography MatrixThe Geographic Market Leader Role; Power Allocation in the Business/Function Matrix; Governance Forums; What Executive Teams Really Do; Decision Rights; Summary of the Chapter; Part III: The Right Behavior and Know-How; Chapter 8: Matrix-Ready Leaders; The Horizontal Leadership Mandate; A Competency-Based View of Global Leadership; Building a Global Leadership Talent Pipeline; Talent + Experience = The Right Stuff; Developing Leaders and Organization at the Same Time; Learning Programs and Culture Change; The Role of Top Executives. | |
| 520 | |a Of the ChapterChapter 9: Design Process for Activation; Set a Road Map with a Realistic View of the Timeframe; Build Leadership Alignment into the Plan; Management Summit Meetings; Establish the Right Project Infrastructure; Work the Intersections in the New Organization; Measure Progress and Make Course Corrections; Summary of the Chapter; Chapter 10: When the Activators Work Together; Across the Five Activators; The Right Connections; The Right Conversations; The Right Know-How; Chapter 11: The Organization Health-Check Tool Kit; Bibliography; About the Authors; Amy Kates. | ||
| 500 | |a Gregory Kesler. | ||
| 504 | |a Includes bibliographical references and index. | ||
| 590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
| 650 | 0 | |a Organizational change. | |
| 650 | 0 | |a Organizational effectiveness. | |
| 650 | 0 | |a International business enterprises |x Management. | |
| 650 | 2 | |a Organizational Innovation | |
| 650 | 6 | |a Changement organisationnel. | |
| 650 | 6 | |a Efficacité organisationnelle. | |
| 650 | 6 | |a Entreprises multinationales |x Gestion. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Industrial Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management Science. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Organizational Behavior. |2 bisacsh | |
| 650 | 7 | |a International business enterprises |x Management |2 fast | |
| 650 | 7 | |a Organizational change |2 fast | |
| 650 | 7 | |a Organizational effectiveness |2 fast | |
| 700 | 1 | |a Kates, Amy. | |
| 758 | |i has work: |a Bridging organization design and performance (Text) |1 https://id.oclc.org/worldcat/entity/E39PCH4k8Wf9kmYKJPbbr8KgYX |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version: |a Kesler, Gregory. |t Bridging Organization Design and Performance : Five Ways to Activate a Global Operation Model. |d Newark, NJ : Wiley, ©2015 |z 9781119176299 |
| 856 | 4 | 0 | |u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=4444869 |z Texto completo |
| 938 | |a EBL - Ebook Library |b EBLB |n EBL4444869 | ||
| 938 | |a YBP Library Services |b YANK |n 13137771 | ||
| 994 | |a 92 |b IZTAP | ||