Designing Fit for Purpose Organisations : a Comprehensive, Integrated Route Map.

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The purpose of Designing Fit-for-Purpose Organisations is to give readers insight into Organisational Design (OD) as a key executive leadership task: the Where, Why, Whereto, When, Who, What, and How of OD. The book comprehensively covers the practice of OD as critical organisational discipline. Des...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Veldsman, Theo H.
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Randburg : Knowledge Resources, 2019.
Temas:
Industrial organization.
Industrie > Organisation, contrôle, etc.
Industrial organization
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Front Cover; Title Page; ENDORSEMENTS; Copyright; Full Title Page; ACKNOWLEDGEMENTS; SHORT TABLE OF CONTENTS; EXTENDED TABLE OF CONTENTS; ABOUT THE AUTHOR; CHAPTER 1: SETTING THE SCENE; Purpose; Unique value-add; Foundations; Themes covered; Target audience; Conventions followed; Conclusion; CHAPTER 2: ENGAGING WITH ORGANISATIONAL DESIGN; Why has Organisational Design become a mission-critical organisational discipline?; Defining Organisational Design; Overall purpose and objectives of Organisational Design; Dispelling the common myths about Organisational Design
  • Expected benefits of a fit-for-purpose DesignConclusion; Endnotes; CHAPTER 3: VOCABULARY AND LANGUAGE OF ORGANISATIONAL DESIGN; Theoretical Lenses to frame the Organisational DesignDiscourse; Positioning Design within the Organisational Landscape; Levels and dimensions of Organisational Design; Basic building blocks of Organisational Design; Generic Organisational Design process; Location of Organisational Design within the organisation; Key questions to interrogate the fitness-of-purpose of a craftedOrganisational Design; Conclusion; Endnotes
  • CHPATER 4: HIGH LEVEL OVERVIEW OF THE ORGANISATIONAL DESIGN PROCESS AS AN ORGANISATIONAL INTERVENTIONPhase 1: Recognise the need for an Organisational (re)Design; Phase 2: Scope and set up the OD assignment; Phase 3: Craft a fit-for-purpose OD solution; Phase 4: Implement the signed-off OD solution and assess itsvalue-add; Phase 5: Close out; Conclusion; Endnotes; CHAPTER 5: STRATEGIC ORGANISATIONALDESIGN; Step A.0: Profile of Organisation
  • Nature of the organisation; Step A.1: Foundation Construction; Step A.1.1: Profile Organisational Context; Step A.1.2: Map Work Processes
  • Step A.1.3: Determine Core Operating Technology with EnablersStep A.1.4: Identify Design Givens; Step A.1.5: Formulate Design Criteria with Design Vision; Step A.1.6: Diagnose Existing Design
  • Strengths and Weaknesses; Conclusion; Endnotes; CHAPTER 6: STRATEGIC ORGANISATIONALDESIGN; Step A.2: Strategic Horizontal Design
  • Rooms making up theHouse; Step A.2.1: Group Work Processes into Work Units; Step A.2.2: Configure Work Units into an Organisational Shape; Step A.2.3: Ensure single accountabilities for the organisation's crownjewels
  • Step A.2.4: Identify possible opportunities for Organisational PartneringConclusion; Endnotes; CHAPTER 7: STRATEGIC ORGANISATIONALDESIGN; Step A.3: Strategic Vertical Design; Step A.3.1: Decide on the requisite Level of Work for the organisationoverall; Step A.3.2: Architect the House Ownership Model; Step A.3.3: Allocate the requisite Level of Work to each Work Unit; Step A.3.4: Identify the mission-critical Work Roles at the Work UnitLeadership Level and generate high level Role Profiles; Step A.4: Strategic Lateral Design

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