New Organizational Designs New organizational designs have attracted much
attention since the advent of the organic organization of Burns and Stalker (1961)
. But in the following two decades the bureaucratic organization, along with the ...
Author: Bob Travica
Publisher: Greenwood Publishing Group
The organizational world today has been characterized in various terms - turmoil, chaos, the age of paradox and unreason. Common to all these characterizations is that the conventional wisdom fails in responding to novel challenges triggered by the pervasive and radical change of organizations. Information, knowledge, information worker and information technology are at the epicenter of these changes and surprises. This book explores new organizational designs, such as, the network and virtual organization from the information perspective. In addition, proposed is a model of the nontraditional organization in which information work evolves around teams that directly serve customers. This model was put on a test, and elements of the nontraditional organization were identified in firms that have been around for quite some time - the public accounting industry, and specifically its technologically most advanced segment. The book aims at transferring experience and facilitating interest for methods of organizing suitable for the information age.
creating new organizational designs or redeveloping existing ones asks for
principles from which the rest will develop (Simon 1996). Romme and Endenburg
(2006) describe design rules as any coherent set of guidelines for designing and
Author: Dorthe Døjbak Håkonsson
Publisher: Springer Science & Business Media
Organization design is a key feature of management theory and practice. It addresses the challenges of constructing and maintaining effective organizations. Essential to organizational design is the assumption that it can improve organizations. Faced with the ever-accelerating pace of technological change and the restructuring of markets, many firms have been questioning their own organization. This book is the third to emerge from a series of workshops on organization design, featuring new empirical research and theoretical insights. The chapters are organized around four central themes: 1) Towards New Organizational Forms, 2) Dynamics of Adaptation and Change, 3) Theoretical and Practical issues, 4) Fit and Performance. Collectively, the chapters reflect the state of the art of OD as well as provide a further step towards the evolution of this important field of research.
If your design optimizes the capability, processes and work arrangements of your
employees you are well placed to deliver the business strategy and to meet
stakeholder expectations. Fourth, recognize that new organization designs will
Author: Naomi Stanford
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.
“traditional organizational designs ... will not be able to respond effectively to the
opportunities and challenges faced by 21st-century firms and nations. New
organizational designs that can mobilize large sets of actors who have the ability
Author: Donald L. Anderson
Publisher: SAGE Publications
To thrive in today’s rapidly changing, global, dynamic business environment characterized by constant change and disruption, organizations must be able to adapt and innovate to maintain their competitive edge. Organization Design: Creating Strategic & Agile Organizations prepares students to make smart strategic decisions when designing and redesigning organizations. Structured around Galbraith’s Star Model™, the text explores five facets of organization design: strategy, structure, processes, people, and rewards. Author Donald L. Anderson distills contemporary and classic research into practical applications and best practices. Cases, exercises, and a simulation activity provide multiple opportunities for students to practice making design decisions. Includes an innovative organization design simulation activity that puts students in the role of a design practitioner!
Importantly , it also asserts that the genesis of organization design can be traced
back to processes of knowledge ... the Firm The act of designing an organization
starts from the moment someone decides to create a new activity that can in any ...
Author: Rodrigo Magalhães
Publisher: Oxford University Press
As a topic, organization design is poorly understood. While it is featured in most management books as a chapter dedicated to organizational structures, it is unclear whether organization design is a one-off event or an ongoing process. Thus, it has traditionally been understood to be the same as an organizational configuration, with neat lines of communication and distribution of responsibilities following pre-set typologies. Yet what can be said to constitute organizational structure in this first half of the 21st century? The extraordinary growth of digital communications, the decreasing relevance of hierarchical bureaucracies, and the general demise of command-and-control have all but decimated the traditional notion of organizational structure. Organization design needs a theoretical revamping. Using a mix of design and social science theories and concepts, Rodrigo Magalhães outlines a new human-centric interpretation of design, design principles, and design culture. He puts forward a paradigm where the organization, for purposes of its design, is considered to be a social actor in a permanent state of transformation, with significant repercussions for social and economic life. He also proposes a model of 'leaderful organization design', distinguished as practice-based, guided by values of democratic participation, and driven by design logics which places meaning-making and meaning-taking at the center of organizational life and can be adopted and adapted to suit different environments.
Following Chandler's (1962) proposition for structure and strategy, the
requirement of focusing on the end product and ... NEW. BOTTLE? Instead of
designing even more organic organizational configurations, it might be more
appropriate to ...
Author: Richard M. Burton
Publisher: Springer Science & Business Media
This book outlines the increasing role of organizational design in management theory and practice. The chapters review the main theoretical perspectives of organization design, identify important theoretical and practical issues currently facing the field, and suggest ways for valuable research to be conducted in the future. Coverage includes Theoretical and Practical Issues; Fit, Contingency and Configuration; Design and Performance, and The Dynamics of Adaptation and Change.
any years ago we were asked by our respective managers to help develop new
organization designs. We found ourselves working on and leading similar
projects again and again in a range ofroles and organizations. By the time that
we met ...
Author: Christine Irwin
Publisher: Kogan Page Publishers
With the rate of change in organizations at an all-time high, the need for strong organization design has never been more pressing. Organization Design provides a complete road map for the implementation of organization design, covering all areas including downsizing, outsourcing and re-structuring. Full of hints and tips, as well as a practical toolkit to take organization designers from start to finish, Organization Design outlines the basic theory, provides a step-by-step approach to implementing organization design, and provides solutions to the recurring challenges to be met along the way. OD is about delivering results. By following this tried and tested approach, readers will gain the confidence and skills to put great organization design into practice to ensure business success.
In this book, organizational design is viewed as a combination of four features:
organizational structure, task decomposition ... It suggests a new organizational
form in which some temporary 1 6 Designing Stress Resistant Organizations 2.5.
Author: Zhiang (John) Lin
Publisher: Springer Science & Business Media
Designing Stress Resistant Organizations demonstrates, in a persuasive way, how computational organization theory can be applied to advance the field of management with its successful integration of theory and practice. At the theoretical level, the book contains a comprehensive computational framework called DYCORP, which simulates dynamic and interactive organizational behaviors by incorporating multiple factors such as organizational design, task environment, and stress, and which generates consistent and insightful propositions on organizational performance. The book utilizes an organization science based approach to computational modeling. This approach recognizes the limit of human cognition as it was outlined by Herbert A. Simon in 1947. The model strives to focus on the essence of the reality that is most relevant to the research issue. This approach has been proven to be more beneficial for us to understand the underlying dynamics of the phenomenon.
As we move to the twenty-first century, technologists point to the rapid changes in
social and organizational activity that ... New technologies, both at the
manufacturing and at the communication level, enabled certain organizational
Author: Leah A Lievrouw
'Selected contributions are all of high quality and do indeed contribute to the editors goal; synthesis combined with new horizons, cross-disciplinary approaches combine with state of the art description. This makes the Handbook of New Media de facto required reading for anybody involved in new media and its understanding.... The aim of this book was ambitious and the size of the book is impressive but the result is there, a handbook of new media, which will remain a key referance in new media research for some considerable time' - Learning Media Technology `A landmark volume that provides a foundation stone for a new subject - the study of new media. It is stunningly well-edited, offering a very high standard of original contributions in a skilfully orchestrated and organised textbook' - James Curran, Goldsmiths College, University of London `This is the first major review of interactive technologies and their cultural and social context. This is more than a welcome addition to one's library; it is the authoritative overview of international research perspectives on interactive media technologies by leading scholars around the world' - Ellen Wartella, University of Texas, Austin `The Handbook of New Media is a landmark for the study of information and communication technologies within the field of communication. Its international team of editors and authors has brought together insights gained from over two decades of scholarly research. This indispensable reference demonstrates an increased maturity and stature for "new media" research within the field' - William H Dutton, University of Southern California `A truly comprehensive and authoritative volume. This Handbook will be an absolutely essential text for anyone concerned with social aspects of the new media' - Kevin Robins, Goldsmiths College, University of London The past 20 years have seen remarkable growth in research and scholarship addressing new information and communication technologies and their social contexts. Often called `new media' research, this growing field is both international and interdisciplinary. The Handbook of New Media sets out boundaries of new media research and scholarship and provides a definitive statement of the current state-of-the-art of the field. Divided into six sections covering major problem areas of research, the Handbook includes an introductory essay by the editors and a concluding essay by Ron Rice. Each chapter, written by an internationally renowned scholar, provides a review of the most significant social research findings and insights. This Handbook will be an indispensable volume on the personal bookshelves of all scholars working in the area, required reading for graduate students, a reference work for established researchers and newcomers to new media scholarship, and an intellectual benchmark for the field.
How to Make Organization Design Decisions to Drive the Results You Want
Gregory Kesler, Amy Kates. are likely to need management support at specific
points in time. The rollout of a new shared service unit or the activation of a major
Author: Gregory Kesler
Publisher: John Wiley & Sons
Praise for Leading Organization Design "Sheds light on the challenges of organization design in a complex enterprise and more importantly provides an insightful and practical roadmap for business decisions." —Randy MacDonald, SVP, human resources, IBM "Designing organizations for performance can be a daunting task. Kesler and Kates have done an admirable job distilling the inherent complexity of the design process into manageable parts that can yield tangible results. Leading Organization Design provides an essential hands-on roadmap for any business leader who wants to master this topic." —Robert Simons, Charles M. Williams Professor of Business Administration, Harvard Business School "Kesler and Kates have encapsulated their wealth of knowledge and practical experience into an updated model on organizational design that will become a new primer on the subject." —Neville Isdell, retired chairman and CEO, The Coca-Cola Company "In today's world of global business, organizational design is a critical piece of long-term success. Kesler and Kates have captured multiple approaches to optimize global opportunities, while highlighting some of the keys to managing through organizational transition. A great read for today's global business leaders." —Charles Denson, president, Nike Brand "Leading Organization Design has some unique features that make it valuable. It is one of the few and certainly only recent books to take us through an explicit process to design modern organizations. This is accomplished with the five-milestone process. The process is not a simple cookbook. Indeed, the authors have achieved a balance between process and content. In so doing, Kesler and Kates show us what to do as well as how to do it." —Jay Galbraith, from the Foreword
As organizations grow , their strategies become more ambitious , product lines
and their required activities increase , and a more elaborate organizational
structure evolves . As growth continues , new strategies ( such as rehabilitation in
Author: Robert M. Freeman
Bridges the gap between critical elements of organisational theory and psychosocial issues. Explains the evolution of corrections related public policy and corrections organisational behaviour and structure over the past 200 years. Also leads to an understanding of the ethical, change management, and 21st century challenges correctional managers and leaders must be prepared to address.
Consider, for example, a new college president who abolishes reserved parking
spaces and insists that people address ... But these new organizational designs
may not fundamentally alter the culture of the institution; thus, the organization's ...
Author: James L. Bess
Publisher: Stylus Publishing, LLC
Now available in paperback, this two-volume work is intended to help readers develop powerful new ways of thinking about organizational principles, and apply them to policy-making and management in colleges and universities. The book is written with two audiences in mind: administrative and faculty leaders in institutions of higher learning, and students (both doctoral and Master's degree) studying to become upper-level administrators, leaders, and policy makers in higher education. It systematically presents a range of theories that can be applied to many of the difficult management situations that college and university leaders encounter. It provides them with the theoretical background to knowledgeably evaluate the many new ideas that emerge in the current literature, and in workshops and conferences. The purpose is to help leaders develop their own effective management style and approaches, and feel confident that their actions are informed by appropriate theory and knowledge of the latest research in the field. Without theory, organizational leaders are forced to treat each problem that they encounter as unique–as if it were a first-time occurrence. While leaders may have some experience with a particular issue, their solutions are usually not informed by the accumulated wisdom of others who have already encountered and resolved similar situations. The authors approach the theory of the organization and administration of colleges and universities from three quite different perspectives, or paradigms, each relying on different assumptions about the “reality” of organizational life in colleges and universities. The positivist paradigm–primarily an omnibus systems theory–integrates the chapters into a comprehensive, yet easily accessible whole. Social constructionism, the second paradigm, is introduced in each chapter to illuminate the difficulty of seeking and finding meaningful consensus on problems and policies, while also addressing important ethical issues that tend to be overlooked in leadership thought and action. The third paradigm, postmodernism, draws attention to difficulties of logic and communication under the constraints of strictly linear thinking that “authorities” at all levels attempt to impose on organizations. This “multiple paradigm” approach enables readers to become more cognizant of their own assumptions, how they may differ from those of others in their organization, and how those differences may both create difficulties in resolving problems and expand the range of alternatives considered in organizational decision making. The book offers readers the tools to balance the real-world needs to succeed in today’s challenging and competitive environment with the social and ethical aspirations of all its stakeholders and society at large. The authors’ aim is to elucidate how administration can be made more efficient and effective through rational decision-making while also respecting humanistic values. This approach highlights a range of phenomena that require attention if the institution is ultimately to be considered successful.
The lifecycle of the organization has only one new beginning, but many changes
in its evolution. The management of the organization's life- cycle requires a
number of different organizational designs over time and for different
Author: Richard M. Burton
Publisher: Springer Science & Business Media
A unique set of complementary hands-on tools for learning about and applying a deeper and practical theory for diagnosis and design. This edition has been significantly updated and rewritten to make it easier to read.
Resistance is a common occurrence , although in many large organizations
people may not actively resist the change by openly refusing to implement the
new organization design . What does occur is that people passively or subtly
resist the ...
Author: David Nadler
Publisher: Scott Foresman & Company
Ce document propose une approche pragmatique des stratégies organisationnelles pour la création et la recherche de l'efficacité de l'organisation. Les points retenus par les auteurs touchent les concepts utilisés, les outils nécessaires à la création d'une organisation et les processus stratégiques décisionnels.
New tools for complex organizational systems Jeroen van Bree. 5. Rules. At the
offices of We Beat The Mountain (WBTM) – a startup company that designs,
produces and sells products from recycled materials – we had entered the last
Author: Jeroen van Bree
There is a widening gap between the current organizational reality and the tools and methods available to managers for addressing its challenges. Game Based Organization Design shows that one of the ways to bridge this gap is to introduce insights and approaches from video game design into the design of organizational systems.
That dynamic, innovative environment facilitated advent of some of my core ideas
about information systems and organizational design in general and new
organizational designs in particular. In retrospect, these solidified foundations of
Author: Travica, Bob
Publisher: IGI Global
Understanding the organizational dimensions that surround information systems is essential for professionals involved in the field, ultimately improving upon organizational design and performance. Examining the Informing View of Organization: Applying Theoretical and Managerial Approaches will utilize relevant perspectives to enhance theory and practice in the information systems area. By providing a framework for the Informing View of Organization, this book is a valuable resource for academics in the field, as well as managers and professionals in information systems.