Titel: Organizational Architecture
Autor/en: David A. Nadler, &. Associates
Designs for Changing Organizations.
9:B&W 6 x 9 in or 229 x 152 mm Case Laminate on Creme w/Gloss Lam.
John Wiley & Sons
12. Mai 1992 - gebunden - 308 Seiten
The authors of Organizational Architecture present new and innovative approaches to designing and structuring organizations, approaches that are now being developed and tested in some of the most well respected companies in the United States. Based on over ten years of consulting with such corporate leaders as AT&T, Corning, Alcoa, American Express, Xerox, and PepsiCo, the authors reveal emerging techniques for answering the challenges senior managers face today--challenges to improve organizational quality, create powerful long-range strategies, tighten operations, and inspire team performance. Organizational Architecture presents a proven model for understanding organizations and demonstrates how the model can be used to effect positive change in both formal and informal organizational systems. It shows how to expertly manage mergers and acquisitions, joint ventures, and high-performance work systems. It also explains how to bring about enhanced organizational learning, increased risk-taking behavior, and improvements in total quality management strategy. The book gives advice on designing the most effective role for senior management. It recommends a strategic selection process for staffing executive teams, presents a model for executive team effectiveness, and tells how to help executive teams develop collaborative strategy. Finally, it presents ten common misconceptions that ensure corporate decline and summarizes the roles strategy, design, quality, and learning can play in improving corporate competitiveness.
Introduction: Organizational Architecture: A Metaphor for Change. ARCHITECTURES OF CHANGE. 1. From Machine Bureaucracies to Networked Organizations: An Architectural Journey. 2. Designing Organizations That Have Good Fit: A Framework for Understanding New Architectures. DESIGNING FORMAL ORGANIZATIONAL ARRANGEMENTS. 3. Managing the Dynamics of Acquisitions: Successfully Moving from Decision to Integration. 4. Building Strategic Partnerships: Creating and Managing Effective Joint Ventures. 5. Designing High-Performance Work Systems: Organizing People, Work, Technology, and Information. TRANSFORMING THE INFORMAL ORGANIZATION. 6. Implementing Total Quality Management: A Process of Cultural Change. 7. The Capacity to Act: Creating a Context for Empowerment. 8. Teaching Organizations to Learn: The Power for Productive Failures. DESIGNING SENIOR MANAGEMENT. 9. Strategic Selection: Staffing the Executive Team. 10. Teamwork at the Top: Creating Executive Teams That Work. 11. Strategic Choice: Engaging the Executive Team in Collaborative Strategy Planning. THE ROAD FROM DECLINE TO COMPETITIVENESS. 12. Key Leverage Points for Improving Competitive Performance. 13. Organizational Architecture for the Twenty-First Century.
DAVID A. NADLER is president of the Delta Consulting Group, a firm that specializes in assisting senior management in strategic organizational change. MARC C. GERSTEIN is managing director at the Delta Consulting Group. ROBERT B. SHAW is a director at the Delta Consulting Group.
"Designing and implementing an organization that is effective for a particular business is one of the most significant and highly leveraged responsibilities of senior executives. Organizational Architecture is unique in fully exploring the various structural options available in meeting this responsibility, while at the same time giving invaluable information on the implementation process itself." (Roger G. Ackerman, president, Corning, Inc.)