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Type of bind: Hardcover
Dewey Decimal Number: 658.402
EAN num: 9780071393928
ISBN number: 0071393927
Label: McGraw-Hill
Manufacturer: McGraw-Hill
Quantity: 1
Page Count: 320
Printing Date: August 21, 2002
Publishing house: McGraw-Hill
Sale Popularity Level: 285550
Studio: McGraw-Hill
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A three-pronged strategy for dramatically increasing organizational performance and value
Business leaders yesterday need more than fads and buzzwords to beat the competition; they need a solid organizational architecture for identifying and resolving the problems that prevent companies from reaching their full potential. Designing Organizations to Create Value outlines just such a framework, providing executives with the tools they need to build a balanced, functional organizationone that helps ensure the sucess of the business as it lays the groundwork for increased firm value. This practical, sensible book, based on the author's bestselling college classic, follows a step-by-step process for identifying the critical aspects of an organization's internal structure and taking the appropriate actions to address them and lead the organization to greatness. That process, adaptable to virtually any
organization or organizational structure, details:
- Assignment of decision-making rights
- Rewarding individuals
- Evaluating performance
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Rated by buyers -
This book is a shorter and very readable version of the authors' well-known textbook. It provides a highly useful and straightforward framework for thinking about strategy and organizational issues, and describes how and why a company's organizational structure must dovetail with its strategic objectives in order to ensure long-term value creation. It identifies three key elements of any organizational structure--decision authority, performance evaluation, and compensation--and illustrates with numerous real-life examples how these elements must be coordinated for an effective organizational structure, and what happens when they are out of synch (e.g., Enron). Some of the examples are a little outdated (presumably from the textbook), but they make the point.
The book highlights the tradeoffs between centralization and decentralization and between incentive pay and straight compensation, and discusses how to evaluate those tradeoffs. It even shows how corporate ethics can be fostered through the three-element system. Each chapter starts with an executive summary, which aids the readability. Unlike other books on organizational approaches, there are not a lot of pat answers here, but there is a lot of food for thought at every level of management.
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