My Account
Log in Registration
All
Cart
Highlights
Fiction Books
Non-Fiction Books
Children's Books
Rare Books
Music
DVD & Blu-Ray
Video Games
Category
Wishlists
Cart
All
Free US shipping over $10
Trustpilot
Proud to be B-Corp

Organization Design Donald L. Anderson

Organization Design By Donald L. Anderson

Organization Design by Donald L. Anderson

Reviews:
$138.79
Condition - New
Only 2 left
New

Organization Design Summary

Organization Design: Creating Strategic & Agile Organizations by Donald L. Anderson

Structured around Jay Galbraith's famed Star Model, the book explores the five interrelated elements of organization design: strategy, structure, processes, rewards, and people, and uses these factors to advise students on how to be effective when designing and redesigning organizations.

Anderson blends classic and contemporary theories with cutting-edge research and new literature reviews to provide students with a well-rounded perspective on organization design. He also prepares students for the modern workplace by promoting the importance of strategy and agility in organization design, this is covered in the chapter on Reorganizing, Managing Change, and Transitions, which explores the challenges of changing an existing design and best practices for managing change.

Each chapter features a 'Global Considerations' section that highlights international issues in organization design, and all other content is supported by real-world case studies and exercises, providing students with practical opportunities to develop their skills.

There is a stand-alone Organization design simulation activity at the back of the book which puts students in the role of a design practitioner, this can be reused throughout a course and adapted to include the specific concepts and ideas that a student has covered.

The book is supported by online resources for instructors, including Test banks, PowerPoint slides, Multimedia content, free SAGE journal content, case notes, and discussion questions for the classroom

Suitable reading for students of organizational theory, and organization design & development.

About Donald L. Anderson

Donald L. Anderson, PhD, University of Colorado, teaches organization development and organization design at the University of Denver. He is the author of the text Organization Development (4th ed., Sage Publications, 2017) and editor of Cases and Exercises in Organization Development & Change (2nd ed., Sage Publications, 2017). He is a practicing organization development consultant and has consulted internally and externally with a wide variety of organizations, including Fortune 500 corporations, small businesses, nonprofit organizations, and educational institutions. Dr. Anderson's research interest is in discourse in organizational and institutional settings, and his studies of organizational discourse and change have been published in journals such as the Journal of Organizational Change Management, Gestion, and Journal of Business and Technical Communication. Dr. Anderson is a member of the Academy of Management and serves on the editorial board of the journal Management Communication Quarterly as well as SAGE's Business and Management Advisory Board.

Table of Contents

Preface Acknowledgments About the Author Chapter 1: Introduction to Organization Design Organization Design Defined Organization Design Is a Set of Deliberate Decisions Organization Design Is a Process Organization Design Assumes a Systems Approach to Organization Organization Design Is Based on the Organization's Strategy Organization Design Encompasses Multiple Levels of Analysis Organization Design Is More Than Organizational Structure Organization Design Is an Interdisciplinary Field of Research and Practice History of Organization Design 1850s to Early 20th Century 1910s to World War II Post-World War II to 1960s 1970s and 1980s 1990s and 2000s The Case for Organization Design Today Design Affects Performance Design Is a Leadership Competency Today's Organizations Experience Significant Design Challenges Today's Focus on Agility Is a Design Issue Summary Questions for Discussion For Further Reading Chapter 2: Key Concepts and the Organization Design Process Key Concepts of Organization Design The STAR Model of Organization Design Alignment, Congruence and Fit Contingency Theory and Complementarity Tradeoffs and Competing Choices Reasons to Begin a Design Project Performance Is Suffering Because of Misalignment The Strategy Changes There Is a Shift in Environment or External Context There Are Internal Changes to Structures, Functions, or Jobs The Organization Has Made One or More Acquisitions The Organization Expands Globally There Are Cost Pressures There Is a Leadership Change Leaders Want to Communicate a Shift in Priorities The Design Process Scope, Approach, and Involvement Top Down Bottom Up Deciding Who Is Involved Design Assessments and Environmental Scanning Design Assessments: Gathering Data Using the STAR Model as a Diagnostic Framework Environmental Scanning: STEEP and SWOT Evaluating the Current Design Evaluating Alignment in the Design Evaluating Strategy/Task Performance and Social/Cultural Factors in the Design Goold and Campbell's Nine Design Tests Design Criteria and Organizational Capabilities Benefits of Design Criteria How to Develop and Use Design Criteria in the Design Process Summary Questions for Discussion For Further Reading Exercise Case Study 1: The Supply Chain Division of Superior Module Electronics, Inc. Chapter 3: Strategy Why Strategy is an Important Concept for Organization Design What is Strategy? Sustainable Competitive Advantage Activity Systems and Strategic Tradeoffs Types of Strategy Porter's Generic Strategies Treacy and Wiersema's Value Disciplines Miles and Snow's Strategy Typology Stuck in the Middle Key Concepts Porter's Five Forces Model Core Competencies Blue Ocean Strategies and the Strategy Canvas New Trends in Thinking About Strategy Summary Questions for Discussion For Further Reading Exercises Chapter 4: Structure Connecting Strategy and Structure How Strategy Influences Structure How Structure Influences Strategy Dimensions of Organization Structure Departmentalization or Groupings The Purpose of Department Groupings Structure Options Advantages and Disadvantages of Structure Types Principles of Structure Shape/Configuration: Span of Control and Layers Distribution of Power: Centralization/Decentralization Division of Labor and Specialization Connecting Strategy and Structure: Revisited Summary Questions for Discussion For Further Reading Exercises Chapter 5: Processes and Lateral Capability Lateral Capability: The Horizontal Organization Why Developing Lateral Capability Is So Difficult Benefits and Costs of Lateral Capability Forms of Lateral Capability Networks Shared Goals, Processes, and Systems Teams Integrator Roles Matrix Organizations Getting the Level of Lateral Capability Right How to Decide Which Form to Use Governance Models and Decision Authority Governance and Planning Processes Decision-Making Practices Enablers for Successful Lateral Capability Summary Questions for Discussion For Further Reading Exercise Case Study 2: Collaboration at OnDemand Business Courses, Inc. Chapter 6: People Case 1: Coca-Cola Case 2: AT&T Case 3: Lafarge Traditional Approaches to People Practices A Strategic Approach to People Practices Key Positions and the Differentiated Workforce A Positions and Pivot Roles Talent Identification and Planning Talent Identification: Focus on Potential Talent Planning, Pipelines, and Talent Pools Career Development The Classic View: Stages of the Career The Contemporary View: Boundaryless Careers Talent Development and Learning Programs New Forms of Learning versus Formal Training Development Through Experiences Performance Management Strategic Analysis and Designing the People Point Global Considerations Summary Questions for Discussion For Further Reading Exercise Chapter 7: Rewards Approaches to Rewards Misaligned Rewards: When Rewards Fail Unethical Behavior Counterproductive Behavior Conflict and Competition Slower Change and Resistance Why Designing Rewards is so Challenging Motivation Expectancy Theory, Goal Setting, and Equity Intrinsic and Extrinsic Motivation Motivation-Hygiene Theory Intrinsic Motivation and Extrinsic Rewards Motivational Impact of Job Design Metrics and the Balanced Scorecard Rewards Strategy and Systems Basis for Rewards Types of Rewards Designing a Rewards System That Works Rewards, Strategy, and Other STAR Points Summary Questions for Discussion For Further Reading Exercises Case Study 3: A Talent and Rewards Strategy at EZP Consulting Chapter 8: Reorganizing, Managing Change, and Transitions Change and Resistance Personal Transitions A Change and Transition Planning Framework Resistance Reorganizing and Transition Planning Structure, Reporting Relationships, and Staffing Pace and Timing Scope and Sequencing Communication Feedback and Learning Organizational Culture and Design What Is Culture? Understanding Culture: Competing Values Framework Leadership and Organization Design Leadership's Role During the Design Process Leadership's Role During Change Design and Leadership Development Leading New Teams Summary Questions for Discussion For Further Reading Exercise Case Study 4: Reorganizing the Finance Department: Managing Change and Transitions Chapter 9: Agility Why Agility is Important Today Continuous Design and Reconfigurable Organizations What Agility Means Change-Friendly Identity Sensing Change Agile Strategy Zara and Transient Advantages Rapid Prototyping and Experimentation Agile Structure Structure and the Dual Operating System Holacracy Agile Process and Lateral Capability Agile Teams Global Collaboration Partnerships and Collaborative Networks Agile People Learning Agility Leadership Agility Agile Rewards Agility and Stability Summary Questions for Discussion For Further Reading Chapter 10: Future Directions of Organization Design Emerging Beliefs about Organizations and Design Work Trends Create Design Challenges Design Challenges Shape Design Process Future Trends in Organization Design Theory and Practice Big Data Digital Technologies, Platforms, and Business Models Sustainability and the Triple Bottom Line Changes in Organization Design Practice: A Case Study of Royal Dutch Shell The Organization Design Practitioner Role and Skills Summary Questions for Discussion For Further Reading Appendix Organization Design Simulation Activity Part I: Strategy Part II: Structure and Process and Lateral Capability Part III: People and Rewards Part IV: Reorganizing References

Additional information

NGR9781506349275
9781506349275
1506349277
Organization Design: Creating Strategic & Agile Organizations by Donald L. Anderson
Donald L. Anderson
New
Paperback
SAGE Publications Inc
2018-10-22
352
N/A
Book picture is for illustrative purposes only, actual binding, cover or edition may vary.
This is a new book - be the first to read this copy. With untouched pages and a perfect binding, your brand new copy is ready to be opened for the first time

Customer Reviews - Organization Design