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Designing Your Organization is a hands-on guide that provides managers with a set of practical tools to use when making organization design decisions. Based on Jay Galbraith's widely used Star Model, the book covers the fundamentals of organization design and offers frameworks and tools to help leaders execute their strategy. The authors address the five specific design ...
Designing Your Organization is a hands-on guide that provides managers with a set of practical tools to use when making organization design decisions. Based on Jay Galbraith's widely used Star Model, the book covers the fundamentals of organization design and offers frameworks and tools to help leaders execute their strategy. The authors address the five specific design challenges that confront most of today's organizations:
Designing Your Organization is written for managers and leaders who make critical choices about organizational strategy and execution as well as for human resource and organization design and development professionals who help implement these decisions.
This important resource includes a CD-ROM.
Praise for Designing Your Organization
"Jay Galbraith and Amy Kates provide the compass, charts, essential tools, and supplies for the journey to organization effectiveness in dynamic times. Designing Your Organization, brought forth at a time of major challenges to global business and national priorities, brings contemporary organization decisions into focus and provides clear advice to achieve business performance today and tomorrow."
—John D. Hofmeister, president and U.S. country chair, Shell Oil Company
"Should be used by every leader seeking to give their organization a competitive advantage. Galbraith and Kates offer a practical framework to align a corporation's organizational structure with its business strategy."
—Thomas J. Falk, chairman and CEO, Kimberly-Clark Corporation
"Starting several decades ago, Jay Galbraith wrote a series of books that essentially defined the field of modern organization design. Now, with deceptive simplicity, compelling logic, and immense practicality, he and Amy Kates have summarized in a single place what every manager needs to know about this vitally important subject."
—Thomas W. Malone, Patrick J. McGovern Professor of Management; director, MIT Center for Collective Intelligence, MIT Sloan School of Management; and author, The Future of Work
1 Fundamentals of Organization Design.
2 Designing Around the Customer.
3 Organizing Across Borders.
4 Making a MatrixWork.
5 Solving the Centralization—Decentralization Dilemma.
6 Organizing for Innovation.
Appendix: Decision Tools.
How to Use the CD-ROM.
Posted March 2, 2012
Organization consultants Amy Kates and Jay R. Galbraith have produced a big book – big in its scope and in its potential to influence management thinking in five key areas. Beginning with a primer on organizational design, the book focuses directly and insightfully on some of the major questions facing everyone from entrepreneurs in their garages to CEOs in their corner offices: How can companies best serve customers? How can firms effectively serve clients domestically and in foreign markets? How can you adopt what is best about a matrix structure without gumming up the works? How much centralization is too much, and how much decentralization is too little? How can companies, especially those that are already successful, promote innovation? In chapters packed full of considerations, suggestions and actionable ideas, Kates and Galbraith steer you through complexity. Unfortunately, by trying to integrate wide-ranging ideas with a reliance on their “Star Model,” they introduce a bit of complexity of their own: The Star Model clearly has value as a consulting tool, but in this text, it often seems present by default rather than by necessity, a condition that the authors would never tolerate in an organization. Nonetheless, getAbstract recommends this book as a guide for anyone who makes decisions or gives input on structuring an organization. This is one of those books to keep handy on the shelf and return to when approaching a big change or reacting to an emerging problem.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.