Designing Matrix Organizations that Actually Work: How IBM, Proctor & Gamble and Others Design for Success [NOOK Book]

Overview

Praise for Designing Matrix Organizations That Actually Work

"Rumors of the death of matrix organizations have been greatly exaggerated —the current business models of global companies in many industries require multidimensional lines of control and influence. This lucid book, richly illustrated with compelling insights and examples from Jay Galbraith's forty years spent helping global companies do matrix right, is essential reading for executives, management consultants, and students of organization at all ...

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Designing Matrix Organizations that Actually Work: How IBM, Proctor & Gamble and Others Design for Success

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Overview

Praise for Designing Matrix Organizations That Actually Work

"Rumors of the death of matrix organizations have been greatly exaggerated —the current business models of global companies in many industries require multidimensional lines of control and influence. This lucid book, richly illustrated with compelling insights and examples from Jay Galbraith's forty years spent helping global companies do matrix right, is essential reading for executives, management consultants, and students of organization at all levels."—Raymond E. Levitt, academic director, Stanford Advanced Project Management Program, and coauthor of Executing Your Strategy

"Working with Jay Galbraith has taught me that the ultimate success of a matrix organization is in the implementation. From communicating and planning, to distributing power and decision making—it's all here. No one is more qualified to write on this subject than Jay Galbraith."
—Don Robert, CEO, Experian Group

"Jay has seen the world with a variety of lenses. He brings a rare insight with his unique combination of industry and academic experience. When Jay talks, I take particular note."
—Olli-Pekka Kallasvuo, president and CEO, Nokia Corporation

"Matrix organizations are a necessary evil in today's business environment, and they are very difficult to manage. Jay's knowledge and vast experience with large multinational companies have added immense value to our organization. He's also a pleasure to work with."
—Ken Kannappan, CEO, Plantronics

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Product Details

  • ISBN-13: 9780470450543
  • Publisher: Wiley
  • Publication date: 12/3/2008
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition number: 1
  • Pages: 272
  • Sales rank: 936,446
  • File size: 2 MB

Meet the Author

Jay R. Galbraith is professor emeritus at the International Institute for Management Development (IMD) in Lausanne, Switzerland. He is also senior research scientist at the Center for Effective Organizations at the University of Southern California. He is the author or coauthor of several books, including Designing the Global Corporation and Designing Your Organization, both from Jossey-Bass.

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Table of Contents

Preface.

Introduction: Matrix Organizations: What Are They? Where Did They Come From?

What Is a Matrix?

What Are the Origins of the Matrix?

What Happened?

The Star Model.

Implications of the Star Model.

PART ONE: SIMPLE MATRIX ORGANIZATIONS.

1. Simple Matrix Structures.

Two-Dimensional Structures.

Pharmaceutical R&D Lab Example.

Summary.

2. The Two-Hat Model.

What Is the Two-Hat Model?

Examples of Two-Hat Structures.

Summary.

3. The Baton Pass Model.

The Consumer Goods Model.

The Pharmaceutical Model.

Summary.

4. The Matrix Within a Matrix.

Design Challenges of the Matrix Within a Matrix.

Matrix Within a Matrix at the Corporate Level.

Mars Pet Food Example.

Summary.

5. Balancing Power and Defining Roles.

Designing Power Bases.

Roles and Responsibilities.

Summary.

PART TWO: COMPLEX MATRIX STRUCTURES.

6. The Three-Dimensional Matrix.

International Strategy.

The Geography-Dominant Matrix.

The Balanced Matrix.

The Business-Dominant Matrix.

Differentiated Structures.

Other Three-Dimensional Models.

Summary.

7. More Complex Matrix Structures.

Global Account Teams.

The Front-Back Hybrid Model.

Summary.

8. The IBM Structure.

The IBM Front-Back Hybrid.

More Complexity?

Summary.

PART THREE: COMPLETING THE STAR MODEL.

9. Communication in the Matrix.

Informal Communication.

Formal Communication.

Summary.

10. Planning and Coordination Processes.

Goal Alignment, Dispute Resolution, and Coordination Mechanisms.

Summary.

11. Planning Processes in the Complex Matrix.

What About Complex Matrix Designs?

Get the System in a Room.

Online Processes.

Summary.

12. Human Resources Policies.

Human Capital.

Social Capital.

Summary.

13. Leadership in a Matrix Organization.

Seeing That Conflicts Are Resolved.

Managing the Top Team.

Balancing Power.

Summary.

14. Implementing a Matrix.

Using the Star Model.

Building Capabilities.

Summary.

15. A Synopsis of Matrix Capabilities.

Epilogue: Personal Stories: The Use and Abuse of the Matrix.

Early Phase: "What Is a Matrix, Anyway"?

Matrix Takes Off and Becomes Trendy.

The Phase of Decline.

The Stealth Matrix Phase.

Today: Matrix out of the Closet.

References.

About the Author.

Index.

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