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A well-designed organization is an effective organization. Decisions about organization design determine the shape and form of the organization – not only the reporting structure and authority relations, but also the number and size of sub-units and the interfaces between the sub-units. Indirectly, such decisions affect individual productivity as well as the organization’s ability to attain strategic goals. Organization Design equips the reader with advanced tools and frameworks, based on both research and practical experience, for understanding and re-designing organisations. Particular emphasis is placed on how one can improve effectiveness by simplifying complex roles, processes, and structures. This updated second edition includes a new chapter about traditional organizational forms, and is complemented by a companion website. Students will find thorough conceptual explanations combined with case studies from different industries. This textbook will be essential reading for students, scholars, and practitioners.
​This book is dedicated to the memory of Professor Alessandro (Sandro) D'Atri, who passed away in April 2011. Professor D'Atri started his career as a brilliant scholar interested in theoretical computer science, databases and, more generally information processing systems. He journeyed far in various applications, such as human-computer interaction, human factors, ultimately arriving at business information systems and business organisation after more than 20 years of researc hbased on "problem solving". Professor D'Atri pursued the development of an interdisciplinary culture in which social sciences, systems design and human sciences are mutually integrated. Rather than retrospection, this book is aimed to advance in these directions and to stimulate a debate about the potential of design research in the field of information systems and organisation studies with an interdisciplinary approach. Each chapter has been selected by the Editorial Board following a double blind peer review process. The general criteria of privileging the variety of topics and the design science orientation and/or empirical works in which a design research approach is adopted to solve various field problems in the management area. In addition several chapters contribute to the meta-discourse on design science research.
A clear, step-by-step approach to designing an organization in today's volatile business world.
Organization Design looks at how you need to change the ways your organization does things in order to increase productivity, performance, and profit. Providing the knowledge and method to handle the kind of recurring organisational change that all businesses face, those which do not involve transforming the entire enterprise but which necessitate significant change at the business unit, divisional, functional, facility or local levels. The problem lies in knowing what needs to change and how to change it. Taking the organisation as a designed system, it describes four major elements of organizations: the work - the basic tasks to be done by the organisation and its parts, the people - characteristics of individuals in the organization, formal organization - structures eg the organisation hierarchy, processes, and methods that are formally created to get individuals to perform tasks, informal organization - emerging arrangements including variations to the norm, processes, and relationships, commonly described as the culture or 'the way we do things round here'. The way these four elements relate, combine and interact affects productivity, performance and profit. Most books on this subject target a wide management audience rather than HR, this is specifically written for HR practitioners and line managers working together to achieve the goal. It clarifies why and how organisations need to be in a state of readiness to design or redesign and emphasises that people as well as business processes must be part of design considerations.
Organizational Systems clarifies the application of cybernetic ideas, particularly those of Beer's Viable System Model, to organizational diagnosis and design. Readers learn to appreciate the relevance of seeing the systemic coherence of the world. The book argues that many of the problems we experience today are routed in our practice of fragmenting that needs to be connected as a whole. It offers a method to study and design organizations and a methodology to deal with implementation problems. It is the outcome of many years of working experience with government offices as well as with all kinds of public and private enterprises. At a more detailed level this book offers an in depth discussion of variety engineering that is not available either in the primary or secondary literature.
This Third Edition of the groundbreaking book Designing Organizations offers a guide to the process of creating and managing an organization (no matter how complex) that will be positioned to respond effectively and rapidly to customer demands and have the ability to achieve unique competitive advantage. This latest edition includes fresh illustrative examples and references, while the foundation of the book remains the author’s popular and widely used Star Model. Includes a comprehensive explanation of the basics of organization design Outlines a strategic approach to design that is based on the Star Model, a holistic framework for combining strategy, structure, processes, rewards, and people Describes the different types of single-business, functional organizations and focuses on the functional structure and the cross-functional lateral processes that characterize most single-business organizations. Features a special section on the effects of big data on organization design, and whether or not it will result in a new dimension of organizational structure Highlighting the social technologies used to coordinate work flows, products, and services across the company, this new edition of Designing Organizations brings theory to life with a wealth of examples from such well-known companies as Disney, Nike, IBM, and Rovio (Angry Birds) to show how various kinds of organization designs operate differently.
While technology and geopolitical forces change the face of business today, the patterns and challenges of organizing humans to work together across organization, culture, language and time zone boundaries remain. To face these challenges, all organizations need to be agile, networked and scalable. Networked, Scaled, and Agile reveals how to shape organizations that will enable people to make faster and better decisions in a more complex world. By outlining the tension between the need for agility/differentiation and scale/integration, the book offers a new way to think about this debate using the models of the Tower (vertical integration) and the Square (horizontal integration). It addresses the role of the leadership team and how the organization design process can build C-suite leaders and successors. Each chapter concludes with a series of reflection questions for leaders as well as a summary of key concepts and tips. Including case studies from global organizations, Networked, Scaled, and Agile reveals how organization design can address three of the biggest business challenges organizations face today: how to build a new capability across the entire enterprise; how to make the entire organization more customer-centric; and how to allow for faster innovation.
This book explores the process of organization and systems design. Researchers will glean radically different epistemological and ontological perspectives; designers will acquire entirely different intellectual tools, principles and mechanisms of design and managers should learn to think of organization and systems differently.
This upper-level textbook provides a practical guide to the field of organization design, grounded in academic literature. It is set apart from other books on the topic by its commitment to be relevant to Master’s students, as well as practitioners looking for evidence-based guidance. The book provides a solid theoretical background for students, defining what organization design is, exploring the history of the field, and describing established frameworks and theories. It then investigates why organizations may seek to embark on a re-design, and what a well-designed organization looks like, referencing case studies and the author’s own research. From there, it takes students through how organization design occurs, examining various models for intervention, the core steps in designing an organization, and what challenges a practitioner may face, all illustrated by stories from the field. This book includes a wide range of didactic elements for students, including learning objectives, case study examples, review questions, and further reading. It examines the impact of new ways of organizing, and draws on the author’s years of experience as a consultant to ensure that academic theory is seamlessly melded with practical application.
The design of an organization--the accountability system that defines roles, rights, and responsibilities throughout the firm--has a direct impact on the performance of every employee. Yet, few leaders devote focused attention to how this design is chosen, implemented, and adjusted over time. Robert Simons argues that by viewing design as a powerful and proactive management lever--rather than an inevitable outcome of corporate evolution--leaders can maximize productivity across every level of the organization. Levers of Organization Design presents a new design theory based on four key yet often underrated categories: customer definition, critical performance variables, creative tension, and commitment to mission. Building from these core areas, Simons lays out a step-by-step process leaders can follow to create structures and accountability systems that positively influence how people do their work, where they focus their attention, and how their activities can be aligned to contribute to overall strategic goals. He also introduces four levers of organizational design--unit configuration, diagnostic control systems, interactive networks, and responsibility to others--that leaders can manipulate to improve overall organizational efficiency and effectiveness vastly. For anyone accountable for measuring and managing performance, this book shows how good design can become an organization's roadmap to success. Robert Simons is the Charles M. Williams Professor of Business Administration in the accounting & control area at Harvard Business School.