East Baton Rouge Parish Library

Designing organizations, strategy, structure, and process at the business unit and enterprise levels, Jay R. Galbraith

eng

Includes bibliographical references and index

index present

non fiction

Designing organizations

bibliographydictionaries

1863127753

Jay R. Galbraith

The Jossey-Bass business & management series

strategy, structure, and process at the business unit and enterprise levels

"This Third Edition of the bestselling book on organization design adds 50% new content to result in the most complete book on organization design currently available. Additions and updates encompass business unit organization, enterprise organization design, standard portfolio strategy, standard functional, divisional, and holding company structures, value-adding conglomerates, and designing global organizations. This new coverage makes this reference, a mainstay both for business education and working professionals, better than ever"--, Provided by publisher

Cover; TItle Page; Copyright; Contents; List of Figures and Tables; Preface; Chapter 1 Introduction; Today's Organization Design; Drivers of New Strategies; Growth; Fragmentation of the Stakeholder Environment; Drivers of Organization Designs; Variety and Diversity; Interdependence; Dynamics of Change; Summary; Chapter 2 The Star Model; The Origins of the Star Model; Strategy; Structure; Hierarchy of Authority; Distribution of Power Across the Hierarchy; Division of Labor; Shape of the Organization; Information and Decision Processes; Informal Processes; Business ProcessesManagement ProcessesReward Systems; Compensation Practices; Promotions; Recognition Systems; Job Challenge; People; Summary; Chapter 3 Single-Business Strategy and Functional Organization; The Evolution from Start-Up; Initial Organization; The Functional Structure; Types of Single-Business Strategies; The Lateral Organization; Lateral Coordination; Benefits and Costs of Lateral Processes; The Five Types of Lateral Processes; Fostering Voluntary Processes; E-Coordination; Summary; Chapter 4 Designing the Lateral Organization; Formal Groups; Design of Formal Groups; Simple Group StructuresComplex Group StructuresE-Coordination of Teams; Integrating Roles; Design of Integrating Roles; How to Decide; 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; Notes; Chapter 6 The Reconfigurable Functional Organization; Competing with No Sustainable Advantage; The Reconfigurable Organization; Creating Reconfigurability; Structure; Processes; Rewards; People; The Cost of Reconfigurability; SummaryChapter 7 Designing the Network OrganizationThe Network Organization Model; Network Strategy; Designing the Network Organization; Partner Selection; Partnership Structure; Supporting Policies; Creating and Managing Ecosystems; A Network Organization; Summary; Chapter 8 Multibusiness Strategy and Organization; Portfolio Strategy and Organization; Diversification Strategy; Corporate Structures; Processes; Reward Systems; People; Aligned Models; Summary; Chapter 9 The Mixed Model; Strategy; Hewlett-Packard; AlliedSignal/Honeywell; Structure; Processes and Policies; ProcessesPeople and Human Resources PracticesSummary; Chapter 10 Adding Value; Portfolio Strategy Today; Creating Value; Capital and Financial Acumen; Talent; Technology; Government Relations/International; Leverage; Brand; Banking Capability; Sharing Intangibles, Expertise, and Knowledge; Tangible Resource Sharing; Summary; Chapter 11 The Value-Adding Conglomerates; Conglomerate Performance; Quantitative Studies of Performance; A Look at Value-Adding Conglomerates; Berkshire Hathaway; General Electric; Danaher; Illinois Tool Works; Summary; Chapter 12 Synergy Portfolio Strategies; Synergy