Book Description
A thoroughly revised second edition of the leader's concise guide to the process of creating and managing an organisation, no matter how complex, that will achieve unique competitive advantages and be poised to respond effectively and rapidly to customer demands.
In this book executives, managers, and consultants will find the concrete tools they need to select and implement an efficient design that creates superior and more competitive performance. In addition to analysing the four key forces shaping today's organisations -- buyer power, variety, change, and speed -- this new edition addresses the concerns of new economy by expanding on the section on the Flexible Organization and includes a new section on organising around the customer. The book:
- Describes what leaders can do to effect the change process
- Addresses the concerns of new economy companies
- Contains rich examples from successful companies
Customer Reviews:
applied the knowladge.......2006-02-23
i have read this book with a great deal of intrest. it was a great help in implementing change and designing a organization structure that is able to deliver on the new strategy.
excellent resource.......2003-09-06
Really good intro to ideas and concepts needed to redesign an organization in terms of its structure. Best if you already have some degree of experience in do it so you can really apply the concepts.
Guide to the factors that shape organizational design.......2002-12-28
Jay R. Galbraith is an internationally recognized expert on organization design. He is a Senior Research Scientist at the Center for Effective Organizations at the University of Southern California and Professor Emeritus at the International Institute for Management Development (IMD) in Lausanne, Switzerland. This book is a updated/revised edition of 'Designing Organizations' which was originally published in 1995. It is split up into 10 chapters.
Chapter 1 - Introduction - really sets the stage for the rest of the book. It discusses the six main organization shapers: the increase buyer power; increase in the number of products and services; the Internet; multiple dimensions (functions, products, and geography, but also customer segments, solutions or offerings, and channels and processes); the requirement for a capacity to change; and speed (in bringing products and services to the market).
The following two chapters discuss how companies have to shape their organizational design, strategy, and structure in order how to deal with these organization shapers. Galbraith introduces his copyrighted Star Model (Strategy, structure, people, rewards, and processes), which looks AND sounds very similar to McKinsey's 7-S framework. Chapters 4 and 5 build on these chapter and discuss how organizations have to link their processes to coordination needs and integrate group processes. Then, in Chapter 6 discusses the easily changeable or reconfigurable organization based on the Star Model, which, according to Galbraith, results from the skilled use of three capabilities: (1) forming teams and networks across organizational departments; (2) the use of internal prices, markets, and marketlike devices to coordinate the complexity of multiple teams; and (3) the forming of partnerships to secure capabilities that it does not have. Each of these capabilities are discussed in detail.
The Chapters 7 to 10 are all very current and fashionable. They discuss the organizing around the customer, customer-focused structures, the design of the virtual corporation, and organizing the continuous design process. Although the subjects discussed are important, some of the examples are too long and take up most of the chapters. Some of the examples also do not really apply to every company/organization but are too specific. Still, these are issues that should not be forgotten about, especially organizing around the customer remains important.
I must admit that I am somewhat disappointed with this book, which is written by a leading authority in the field of organizational design. I believe it is especially the title that lets the book down. It is not so much a guide into strategies and structures; it more discusses the organization shapers and the possibilities that companies/organizations have to tackle the organization shapers. I believe that the book is especially weak in discussing organizational design and structures. Galbraith discusses his own Star-model (which reminds me of McKinsey's 7-S framework) and his reconfigurable organization (the learning organization?), but leaves all other models/designs/structures untouched. I have not been generous, the book really deserves a 3.5-star rating. The author uses simple business US-English.
Book Description
While many books hype the latest fad, here at last (!) is a ?realist's' toolbox designed for public administrators who need to know the costs as well as the benefits of managerial theories and technologies.
-- Mel Dubnick, Department of Public Administration at Rutgers University and former Managing Editor of the Public Administration Review
Today's public administrators must be more than the effective managers of their agencies' internal operations. In order to manage a complex set of interorganizational relationships spanning governments, nonprofit organizations and private firms in a complex global economy, they and their organizations must be capable of great agility and change. Effectiveness is a necessary but not sufficient condition for success: Today's public managers must reach beyond competence to be creative innovators and agents of change.
This book introduces public sector professionals to a set of innovation tools: Strategic Planning, Reengineering, Total Quality Management, Benchmarking, Performance Measurement and Management, Team Management, Privatization. It shows how to understand them, use them and integrate them into any organization, and how they will take public managers beyond competence to be creative innovators.
The creative public manager must continually look for new tools and new approaches. Tools for Innovators will help in this search, and in meeting and surmounting the challenges of a changing public sector.
Customer Reviews:
nothing new.......2002-07-04
Using the over-used word "creative" as a shield, "Tools for Innovators" rehashes common-sense and stale ideas as exciting new methods for public managers. Current and aspiring managers should avoid this platitude-ridden guide: It will not improve your managerial skills, only waste time.
Creative Popular Tools.......2000-09-29
This book sums up the some popular management tools to be used in public organizations with the intent of helping them to meet citizens demands of highest quality service. Including Strategic Planning, Total Quality Management, Re-Engineering, Benchmarking, Outsourcing, many approachments (or tools) that can be useful in restructuring public organizations are told in this valuable book. Readers who want to understand the basic principles of popular management tools developed for private sector organizations (but can be applied to public sector)should read this book. One of the obvious weaknesses of the book is its cases which were not well-developed.
Overall, I recommend Cohen's book to readers who have spare time.
Book Description
“Books and articles come and go, endlessly. But a few do stick, and this book is such a one. Organizational Strategy, Structure, and Process broke fresh ground in the understanding of strategy at a time when thinking about strategy was still in its early days, and it has not been displaced since.”
—David J. Hickson, Emeritus Professor of International Management & Organization, University of Bradford School of Management
Originally published in 1978, Organizational Strategy, Structure, and Process became an instant classic, as it bridged the formerly separate fields of strategic management and organizational behavior. In this Stanford Business Classics reissue, noted strategy scholar Donald Hambrick provides a new introduction that describes the book’s contribution to the field of organization studies. Miles and Snow also contribute new introductory material to update the book’s central concepts and themes.
Organizational Strategy, Structure, and Process focuses on how organizations adapt to their environments. The book introduced a theoretical framework composed of a dynamic adaptive cycle and an empirically based strategy typology showing four different types of adaptation. This framework helped to define subsequent research by other scholars on important topics such as configurational analysis, organizational fit, strategic human resource management, and multi-firm network organizations.
Customer Reviews:
"Design is a key task of the leader.".......2000-04-26
"This book is about designing effective organizations. It emphasizes that design is a key task of the leader. It suggests that effective organizations are necessary for competitiveness and they are a growing source for competitive advantage. The focus of the book is therefore on equipping leaders with the understanding and the tools necessary to create organizations that are superior to those of their competitors."
In this context J. Galbraith :
* examines the forces (buyer power, variety, change, and speed) that are shaping organizations.
* presents the organizational design framework in the form of "the star model". In the star model, design policies fall into five categories :
(1) Strategy,
(2) Structure,
(3) Processes,
(4) Rewards,
(5) People.
* looks at policy areas/dimensions that determine the structure of an organization : specialization, shape, distribution of power, and departmentalization.
* discusses the lateral processes as a multidimentional aspects and the ability to be responsive to products, customers, functions, geographies, and work flow processes.
* focuses on three organizational design models : functional integrators, the distributed organization, and the front/back hybrid structure.
* examines virtual corporation as a network of independent companies.
"In conclusion", J. Galbraith writes, "I wish to emphasize once again the role of leader. I see the leader as a decision shaper rather than a decision maker. The decision-shaping role is achieved through the organizational design. The star model provides the management-controlled policies that will influence how others make decisions."
I highly recommend.
See also :
* J. Galbraith - Designing the Global Corporation (2000)
* E. Lawler - From the Ground Up (2000)
* S. A. Mohrman et al - Tomorrow's Organization (1998)
a leading book from a leading authority !.......1998-08-25
A "must" reading for all executives managing living organizations and their human assets.
Average customer rating:
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Changing Organisations: Clinicians as Agents of Change (Systemic Thinking and Practice)
Manufacturer: Karnac Books
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ASIN: 1855752182 |
Book Description
This work provides a rich mine of ideas to stimulate thinking about organizational interaction, and organizations in relation to various socio/cultural values.
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Psychology in Practice: Organisations (Psychology in Practice)
Hugh Coolican
Manufacturer: A Hodder Arnold Publication
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ASIN: 0340804165 |
Book Description
Psychology in Practice is the definitive six-part series on the practical applications of psychology to areas of everyday life, overcoming crime, education, health, sport organizations and the environment. Each book in the series examines one unit of the Applications of Psychology section of
the OCR Syllabus. Psychology in Practice: Organizations covers the application of psychology to the world of work. Over the years psychologists in the filed have explored the following questions: What motivates people at work? How can employers use psychological findings to select appropriate
applicants, and how can they organize and reward their workforce? What forms of leadership are most effective, and what are the most important factors in teamwork? Overall, how can we improve the quality of people's working lives, avoid the dangers of stress and ensure that work keeps us safe and
healthy?
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Development and the Learning Organisation (Development in Practice Readers Series)
Manufacturer: Oxfam
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ASIN: 0855984708 |
Book Description
Based on a special issue of Development in Practice, volume 12, issue 3/4, published in August 2002. Presents contributions from development scholars and practitioners from a range of institutional backgrounds from around the world. Includes an introductory essay, an annotated resource list of recent publications, and relevant journals.
Books:
- Developing a Cpa Practice: A Comprehensive Guide to Building a Successful Small to Mid-Sized Accounting Firm
- Discontinuous Change: Leading Organizational Transformation (The Jossey-Bass Management Series)
- Economics Today: The Macro View plus MyEconLab Student Access Kit (13th Edition)
- Equity Finance: Venture Capital, Buyouts, Restructure and Reorganizations
- Essential Adam Smith
- Financial Accounting in an Economic Context
- Funky Business: Talent Makes Capital Dance
- GAAP Guide Level A (2007)
- Getting It Right: Markets and Choices in a Free Society
- God Wants You to Be Rich
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