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Efficient Organizational Design Balancing Incentives and Power by Marco Weiss

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Published by Palgrave Macmillan .
Written in English

Subjects:

  • Business & Management,
  • Business & Economics,
  • Business / Economics / Finance,
  • Business/Economics,
  • Negotiating,
  • Organizational Behavior,
  • Business & Economics / Organizational Behavior,
  • Organizational effectiveness,
  • Organizational sociology,
  • Strategic planning

Book details:

The Physical Object
FormatHardcover
Number of Pages344
ID Numbers
Open LibraryOL10194325M
ISBN 100230515525
ISBN 109780230515529

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This book investigates how organizations can be designed for efficiency. Strategy, structure, boundaries and the governance of organizations are analyzed for any interdependencies within or between them and synthesised to a consistent system. Case studies illustrate the application of the theory of organizational design.   In recent years. scholars have hit a number of popular vocabulary to help managers design the organizational structure: network-type organizations. multinational organizations. before and after the end of the organizational model. boundaryless organization. learning organization. virtual : LUO BO TE XI MENG SI. The pressure on organizations to be smarter, more efficient and more effective; Whilst the material on this subject targets a wide management audience, this book is specifically written for consultants, OD/HR practitioners and line managers working together to achieve the goal of organizational redesign for changing circumstances /5(7). It provides comprehensive coverage of the key aspects of organizational design, including goals, strategy, process, people, coordination, control, and incentives. Following a new diamond model, fully tested in practice, the book guides readers through an integrated methodology for organizational assessment and planning/5(14).

Organizational Design focuses more on improving the technical and interpersonal side of the workplace. Implementing an efficient organizational design leads to a more effective organization, a more focused workforce, and a workplace of better productivity. Organizational Structure and Design CHAPTER 5 Y ou might not have heard of Empire Company Limited, but you’ve probably shopped at one of their Sobeys, Safeway, or IGA grocery stores. Empire is a Canadian food-retailing and real estate company based in Stellarton, Nova Scotia, with more than.   Building upon Simon’s book The Sciences of the Artificial (Simon ) and related notions, we develop a science of organizational design where the basic organizational design question is how to create a fit between structure and coordination. Structure is to break a big purpose or problem into smaller problems and by: organisational design and development (Weiner, ). It is the onus of organisational leadership to create a team that is highly dynamic and ready to.

Designing Efficient Organizations. Authors; Authors and affiliations before breathing some life into this design with case studies of different organizations in the second part of this book. Cohesion between the different building blocks — the strategy and boundary decisions, the internal structure and governance — is necessary to keep Cited by: 2. The problem is to find a decision rule (q,d) and a management system k which minimize the risk. In this section, we state the “separation theorem” of the organization structure design problem and the management system design problem, which makes the organizational design problem : Nobuo Takahashi. Ryan Morrissey, a partner in the Organization practice, discusses the long-term approach to efficiency and the five critical areas successful companies focus on. Metrics. Linking efficiency to strategy is a critical first step. But soon leaders will confront the challenge of changing behaviors throughout the organization—and measuring progress. There are eight main elements to solve for in an organizational design. Within the structure, you are solving for 1. organizing principles, 2. framing, 3. overall size and team size, 4. layers and span of control, and 5. reporting structure.