Organizational Design

by Burton, Richard M.; Obel, Borge; Desanctis, Geraldine

• ISBN13: 9781107004481
• ISBN10: 1107004489
• Edition: 2nd
• Format: Hardcover
• Copyright: 2011-09-26
• Publisher: Cambridge Univ Pr

Summary

In today's volatile business environment, it is more important than ever that managers, whether of a global multinational or a small team, should understand the fundamentals of organizational design. Written specifically for executives and executive MBA students, the new edition of this successful book provides a step-by-step 'how to' guide for designing an organization. It features comprehensive coverage of the key aspects of organizational design, including goals, strategy, process, people, coordination, control and incentives. These aspects are explained through the use of a unique series of 2 x 2 graphs that provide an integrated, spatial way to assess and plan organizational design. The new edition features a number of important improvements, including a new framework for understanding leadership and organizational climate, the introduction of the concept of manoeuvrability and a completely new chapter examining joint ventures, mergers, partnerships and strategic alliances.

Table of Contents

List of figures	p. x
List of tables	p. xii
Preface to first edition	p. xiii
Preface to second edition	p. xv
An outline of the step-by-step approach	p. xvii
Geetting Started	p. 1
Define the scope of the organization and assess its goals	p. 3
Introduction: The executive challenge of designing the organization	p. 3
Overview of this book	p. 4
The information-processing view	p. 6
Select an organization for analysis	p. 9
Define the scope of the organization	p. 9
Assess the organization's goals	p. 11
Diagnostic questions	p. 14
Misfits and balancing competing design dimensions	p. 15
Summary	p. 17
Glossary	p. 18
Where are you in the step-by-step approach?	p. 18
Strategy	p. 21
Strategy	p. 23
Introduction	p. 23
Reactor	p. 25
Defender	p. 26
Prospector	p. 28
Analyzer without innovation	p. 29
Analyzer with innovation	p. 31
Diagnostic questions	p. 32
Fit and misfits	p. 35
Summary	p. 36
Glossary	p. 37
Environment	p. 38
Introduction	p. 38
Calm environment	p. 45
Varied environment	p. 46
Locally stormy environment	p. 47
Turbulent environment	p. 48
Diagnostic questions	p. 48
Fit and misfits	p. 51
Summary	p. 53
Glossary	p. 53
Where are you in the step-by-step approach?	p. 54
Structure	p. 57
The configuration and complexity of the firm	p. 59
Introduction	p. 59
Configuration	p. 60
Simple configuration	p. 61
Functional configuration	p. 63
Divisional configuration	p. 65
Matrix configuration	p. 68
Organizational complexity	p. 71
Blob	p. 72
Tall	p. 73
Flat	p. 74
Symmetric	p. 75
Diagnostic questions	p. 75
Fit and misfits	p. 77
Summary	p. 83
Glossary	p. 83
Distributed organizations	p. 85
Introduction	p. 85
Structures for spanning geography	p. 87
Global	p. 89
International	p. 90
Multi-domestic	p. 91
Transnational	p. 93
Structures for managing knowledge exchange	p. 94
Ad hoc communications	p. 96
Informated	p. 97
Cellular	p. 97
Network	p. 98
Diagnostic questions	p. 99
Fit and misfits	p. 102
Summary	p. 105
Glossary	p. 105
Where are you in the step-by-step approach?	p. 106
Process and People	p. 109
Task design	p. 111
Introduction	p. 111
Orderly	p. 115
Complicated	p. 116
Fragmented	p. 117
Knotty	p. 118
Diagnostic questions	p. 119
Fit and misfits	p. 120
Summary	p. 123
Glossary	p. 123
People	p. 124
Introduction	p. 124
Shop	p. 127
Factory	p. 128
Laboratory	p. 129
Office	p. 130
Diagnostic questions	p. 131
Fit and misfits	p. 132
Summary	p. 135
Glossary	p. 136
Leadership and organizational climate	p. 137
Introduction	p. 137
Leadership style	p. 138
Maestro	p. 139
Manager	p. 140
Leader	p. 141
Producer	p. 141
Organizational climate	p. 142
Group	p. 145
Internal process	p. 145
Developmental	p. 147
Rational goal	p. 148
Diagnostic questions	p. 149
Fit and misfits	p. 152
Adapting for better performance in the short run	p. 155
Transforming climate in the longer run	p. 157
Summary	p. 159
Glossary	p. 159
Where are you in the step-by-step approach?	p. 160
Coordinational and Control	p. 163
Coordination, control, and information systems	p. 165
Introduction	p. 165
Coordination and control systems	p. 167
Family	p. 169
Machine	p. 170
Market	p. 171
Clan or mosaic	p. 172
Information systems	p. 174
Event-driven	p. 176
Data-driven	p. 177
People-driven	p. 177
Relationship-driven	p. 179
Diagnostic questions	p. 180
Fit and misfits	p. 183
Summary	p. 187
Glossary	p. 188
Incentives	p. 190
Introduction	p. 190
Personal pay	p. 195
Skill pay	p. 196
Bonus-based	p. 197
Profit-sharing	p. 199
Diagnostic questions	p. 200
Fit and misfits	p. 202
Summary	p. 205
Glossary	p. 206
Where are you in the step-by-step approach?	p. 206
Applying the Step-by-step Approach in a Dynamic World	p. 209
Design dynamics: managing change	p. 211
Introduction	p. 211
Where are you in the step-by-step approach?	p. 211
What should you change first? Make changes within each step	p. 214
What should you change second? Make changes between steps	p. 215
Why change? Should we live with some misfits?	p. .215
What are the benefits of change?	p. 216
What are the difficulties of change?	p. 217
Managing misfits over time	p. 220
The financial crisis 2008-10	p. 224
Dynamic fit and time	p. 226
The organizational life cycle	p. 230
Summary	p. 232
Glossary	p. 232
New forms and multi-unit organizations: Building on the fundamentals	p. 233
Introduction	p. 233
Multi-organization: multiple units of analysis	p. 234
The multi-organization step-by-step approach	p. 236
Joint venture	p. 237
Merger	p. 239
Strategic alliance or partnership	p. 243
Summary	p. 245
Glossary	p. 245
References	p. 246
Index	p. 252
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