This Third Edition of the ground breaking 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.
Designing Organizations: Strategy, Structure, and Process at the Business Unit and Enterprise Levels| Jay R. Galbraith (Author)| Jossey-Bass
Table of Contents
Chapter 1: Introduction
Today's Organization Design, Drivers of New Strategies, Drivers of Organization Designs, Summary.
Chapter 2: The Star Model
The Origins of the Star Model, Strategy, Structure, Information and Decision Processes, Reward Systems, People, Summary.
Chapter 3: Single-Business Strategy and Functional Organization
The Evolution from Start-Up, The Lateral Organization, Summary.
Chapter 4: Designing the Lateral Organization
Formal Groups, Integrating Roles, 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.
Chapter 6: The Reconfigurable Functional Organization
Competing with No Sustainable Advantage, The Reconfigurable Organization, Creating Reconfigurability, The Cost of Reconfigurability, Summary.
Chapter 7: Designing the Network Organization
The Network Organization Model, Creating and Managing Ecosystems, A Network Organization, Summary.
Chapter 8: Multibusiness Strategy and Organization
Portfolio Strategy and Organization, Aligned Models, Summary.
Chapter 9: The Mixed Model
Strategy, Structure, Processes and Policies, Summary.
Chapter 10: Adding Value
Portfolio Strategy Today, Creating Value, Summary.
Chapter 11: The Value-Adding Conglomerates
Conglomerate Performance, Quantitative Studies of Performance, A Look at Value-Adding Conglomerates, Summary.
Chapter 12: Synergy Portfolio Strategies
Synergy, Leveraging Intellectual Property, Synergy Through Solutions, IBM Organization, Summary.
Chapter 13: Organizational Design Challenges and Opportunities Resulting from Big Data
What Is New About Big Data, Organization Design Challenges, Summary.
Bibliography
About the Author
Index
LINK FOR THE BOOK
