Organizational Design

'Burton, Obel and Håkonsson have written here the definitive guide to organization design, comprising both partitioning of tasks and their coordination to realize an organization's goals. Their information-processing framework is ageless, tried and true, incorporating real examples of contemporary transformations and variations that build upon it including the mix of human and machine agents, digitalization of work, and new forms of organizing. For anyone looking to do a deep dive and to improve their organization's performance, the authors provide a step-by-step approach for diagnosis (of fit or misfit) and design (i.e., taking action to realign the organization) that is holistic, realistic and effective.' Samina Karim, Professor, Entrepreneurship and Innovation Group, D'Amore-McKim School of Business, Northeastern University

Autorentext

Richard M. Burton is Professor Emeritus of Organization and Strategy at The Fuqua School of Business, Duke University, North Carolina. Richard has published articles in journals including Organization Science, Management Science, Administrative Science Quarterly, and Strategic Management Journal, among others. He is the recipient of an honorary doctorate from Aarhus University, Denmark.

Klappentext

Now in its fourth edition, this comprehensive textbook uses a multi-contingency model to communicate the fundamentals of traditional and new organizational forms. Written for MBA and executive MBA students, as well as executive managers and consultants, it provides a framework for the practical implementation of organizational design changes.

Inhalt

Step 1. Getting Started: 1. Assessing the scope and goals of the organization; Step 2. Assessing the Strategy: 2. Strategy; 3. Environment; Step 3. Analyzing the Structure: 4. Traditional configurations of the firm; 5. New organizational forms?; Step 4. Assessing Process and People: 6. Work, task design and agents; 7. Leadership and organizational climate; Step 5. Analyzing Coordination, Control, and Incentives: 8. Coordination and control; 9. Incentives; 10. Designing the structure and coordination; Step 6. Designing the Architecture: 11. Designing the architecture and the sequence of change; Step 7. Implementing the Architecture: 12. Implementing the change: who should do what when?