1699:
The characteristics of reliability can be designed into the system by carefully selecting and arranging the operating components; the system is no more reliable than its weakest segment. When the requirements for a particular component — such as an operator having unique skills — are critical, it may be worthwhile to maintain a standby operator. In all situations, provisions should be made for quick repair or replacement when failure occurs. One valid approach to the reliability-maintenance relationship is to use a form of construction that permits repair by replacing a complete unit. In some television sets, for example, it is common practice to replace an entire section of the network rather than try to find the faulty component. Reliability is not as critical an issue when prompt repair and recovery can be instituted.
1710:
inventories may be controlled by using a comprehensive system of storekeeping. However, if the cost of the storekeeping were greater than the potential savings from this degree of control, the system would not be efficient. It is often dysfunctional and expensive to develop much greater capacity for one segment of a system than for some other part. Building in redundancy or providing for every contingency usually neutralizes the operating efficiency of the system. When a system's objectives include achieving a particular task at the lowest possible cost, there must be some degree of trade-off between effectiveness and efficiency. When a system's objective is to perform a certain mission regardless of cost, there can be no trade-off.
1654:, flexibility, reliability, economy, and acceptability. Simplicity, flexibility, and reliability tend to be a function of design, whereas economy and acceptability pertain to both design and operations. Numerous relationships exist among these characteristics; for example, simplicity will affect economy and possibly reliability. Moreover, management must reach a compromise between economy and reliability, and between technical efficiency and organizational climate. The balance reached will determine whether short- or long-run objectives are optimized.
2592:
1684:
should be sufficiently flexible to integrate changes that may occur either in the environment or in the nature of the inputs. For example, a company should not use the same system to build missiles as it uses to build airplanes, nor the same system to sell insurance as the one originally designed to sell magazines. However, it should be possible to modify an existing system to produce different sizes, varieties, or types of the same product or service.
1033:
1392:
structure, with little benefit to the business. This often occurs because changes in structure are relatively easy to execute while creating the impression that something substantial is happening. This often leads to cynicism and confusion within the organization. More powerful change happens when there are clear design objectives driven by a new business strategy or forces in the market require a different approach to organize resources.
982:
1372:
1047:, is a field concerned with the creation of roles, processes, and formal reporting relationships in an organization. It refers to architecture metaphorically, as a structure which fleshes out the organizations. The various features of a business's organizational architecture has to be internally consistent in strategy, architecture and competitive environment.
1785:
course, the balance between technical efficiency and the human factors that determine organizational climate should be included in making this decision. The eventual success or failure of the project is somewhat predetermined by management's attitude and the relationship between the designers and those who must implement the process.
1756:
A difficult task associated with system-subsystem determination is to establish proper boundaries of operations. The more specific and distinct the goals of the operation, the easier it is to set boundaries. Other factors such as the influence of the environment, the availability of men and machines,
1698:
System reliability is an important factor in organizations. Reliability is the consistency with which operations are maintained, and may vary from zero output (a complete breakdown or work stoppage) to a constant or predictable output. The typical system operates somewhere between these two extremes.
1683:
Conditions change and managers should be prepared to adjust operations accordingly. There are two ways to adjust to a changing operating environment: to design new systems or to modify operating systems. An existing system should not be modified to accommodate a change in objectives, but every system
1672:
The proper method for maintaining simplicity is to use precise definitions and to outline the specific task for each subsystem. Total systems often become complex because of the sheer size and nature of operations, but effectiveness and efficiency may still be achieved if each subsystem maintains its
1395:
The organization design process is often explained in phases. Phase one is the definition of a business case, including a clear picture of strategy and design objectives. This step is typically followed by "strategic grouping" decisions, which define the fundamental architecture of the organization -
1391:
Organization design may involve strategic decisions, but is properly viewed as a path to effective strategy execution. The design process nearly always entails making trade-offs of one set of structural benefits for another. Many companies fall into the trap of making repeated changes in organization
1830:
Implementation is, of course, implicit in the connotation of systems design; otherwise it would be nothing more than an empty exercise. It follows that the interface between managers and systems designers is critical, and mutual understanding must be fostered to maximize returns from design efforts.
1720:
Any system, no matter how well designed, will not function properly unless it is accepted by the people who operate it. If the participants do not believe it will benefit them, are opposed to it, are pressured into using it, or think it is not a good system, it will not work properly. If a system is
1428:
The field is somewhat specialized in nature and many large and small consulting firms offer organization design assistance to executives. Some companies attempt to establish internal staff resources aimed at supporting organization design initiatives. There is a substantial body of literature in the
1070:
are deployed and ensures that the organization's core qualities are realized across the business processes deployed within the organization. In this way, organizations aim to consistently realize their core qualities across the services they offer to their clients. This perspective on organizational
1784:
At this point, the designer must determine what has to be done to achieve the stated objective(s) and how the total task can be divided into meaningful units. Of the many possible combinations, one must be selected as that which satisfies the decision criteria better than the other alternatives. Of
1780:
with imagination have the best chance to group people and machines into workable combinations having the greatest efficiency and effectiveness within the recognized constraints. Certain characteristics should be designed into an effective and efficient system — simplicity, flexibility, reliability,
1835:
engage in systems design on a day-to-day basis when they plan activities and organize systems to accomplish objectives. Specialized staff groups have evolved to perform tasks such as long-range planning, organizational studies, and systems design. However, since managers are ultimately responsible
1812:
The systems approach does not offer a prescription for making a manager's difficult and complex job easier. Rather it helps him understand and operate more effectively within the reality of complex systems. The systems approach suggests that operations cannot be neatly departmentalized but must be
1687:
A practical system must be well designed but it cannot be entirely rigid. There will always be minor variations from the general plan, and a system should be able to adapt to such changes without excessive confusion. The advantages associated with having a flexible system will become more apparent
1668:
in design is a desirable quality. Consider the task of communicating information about the operation of a system and the allocation of its inputs. The task is not difficult when components are few and the relationships among them are straightforward. However, the problems of communication multiply
1848:
A project involving an integrated system for the entire company might well require years to complete. If operating people are delegated responsibility and authority for such a project, particularly if they are delegated the authority to outline specifications, they should also maintain sufficient
1844:
is vitally interested in the project, technical expertise and motivation for change are more likely to be found in staff groups. The solution to the apparent dichotomy would seem to be a team approach, with specialists supporting operating managers who are responsible for the project's success. A
1806:
The one enduring objective is the effort to build and maintain a predictable, reciprocating system of relationships, the behavioral patterns of which stay within reasonable physical limits. But this is seeking a moving equilibrium, since the parameters of the system (the division of labor and the
1452:
Organization design can be considered a subset of the broader field of organization effectiveness and organization development, both of which may entail more behaviorally focused solutions to effectiveness, such as leadership behaviors, team effectiveness and other characteristics of that nature.
1387:
and Amy Kates have made the case persuasively (building on years of work by
Galbraith) that attention to all of these organizational elements is necessary to create new capabilities to compete in a given market. This systemic view, often referred to as the "star model" approach, is more likely to
1826:
provides a basis for active cooperation in meeting task requirements. The manager is looked upon as a resource person who can help the group meet its goals and also as a source of authority and control. Thus, systems theory lends a structure by which the concepts of motivation, leadership, and
1709:
An effective system is not necessarily an economical (efficient) system. For example, the postal service may keep on schedule with mail deliveries but only by hiring a large number of additional workers. In this case, the efficiency of the postal system would be reduced. In another example,
1813:
viewed as overlapping subsystems. In addition, it suggests that leadership patterns must be modified, particularly when dealing with professionals and highly trained specialists, and motivation must take the form of active, willing participation rather than forceful subjugation.
1800:
is not static but is continually evolving to meet both external and internal changes. The manager's role is to develop a viable organization, cope with change, and help participants establish a dynamic equilibrium. Leonard Sayles has expressed the manager's problem as follows:
1721:
not accepted, two things can happen:(1) the system will be modified gradually by the people who are using it, or (2) the system will be used ineffectively and ultimately fail. Unplanned alterations in an elaborate system can nullify advantages associated with using the system.
1079:
According to most authors organizational architecture is a metaphor. Like traditional architecture, it shapes the organizational (some authors would say the informational) space where life will take place. It also represents a concept which implies a connection between the
1421:
Each of the basic building block options for strategic grouping brings a set of benefits and drawbacks. However, such generic pros and cons are not the basis for choosing the best strategic grouping. An analysis must be completed relative to a specific business strategy.
1649:
Some systems are effective and efficient whereas others are not. Successful systems may be attributable to the skill exercised in designing the system or to the quality of management practised during operations, or both. Successful systems are characterized by their
1853:
flow to retain their expertise for decision making. If the environment is dynamic or internal capabilities undergo change, it might be wise to rotate people from operations to systems design periodically, so that operating expertise is updated continually.
1821:
of all members of the subsystem. In contrast, the traditional organization is geared to functional performance and the integrating force is authority. Instead of gearing participant activities to obedience to rules and closely structured behavior, the
1733:
is dividing work into reasonable tasks (differentiation) while giving simultaneous attention to coordinating these activities and unifying their results into a meaningful whole (integration). Two guidelines may be followed in grouping activities:
1816:
Systems design involves establishing projects and facilitating subsystems to accomplish certain tasks or programs. In this approach, the network of human independence required to accomplish a given task is based on the shared
1839:
Operating managers need to understand the organizational decision-making requirements and the information needed to support the system. Although the probability of success in implementation is enhanced considerably if
1836:
for organizational endeavors, they should make a special effort to help ensure the development of useful systems and to make design activities an extension of the manager's role rather than a separate function.
1738:
Units that have similar orientations and tasks should be grouped together. (They can reinforce each other's common concern and the arrangement will simplify the coordinating task of a common manager).
1262:
Although the process of organization design isn't necessarily linear, a five milestone process has been created to organize the approach. The five milestone design process is as follows:
1883:
1242:
The goal of organizational architecture is to create an organization that will be able to continuously create value for present and future customers, optimizing and organizing itself.
1555:
the primary concern in the specialization principle how to group responsibilities into units. The unit boundaries should be defined to achieve the important benefits available.
1249:
understand building blocks, which are mandatory for the growth of the organization. To design an organization means to set up a stage where the drama of life will take place.
1749:
nor share their activities, the task of grouping becomes more difficult. For example, when units are similar in nature and function but are also relatively independent, the
1425:
Subsequent phases of organization design include operational design of processes, roles, measures, and reward systems, followed by staffing and other implementation tasks.
2312:
1012:
1383:
and roles. It can also be more effectively defined as the alignment of structure, process, rewards, metrics, and talent with the strategy of the business.
1741:
Units required to integrate their activities closely should be grouped together. (The common manager can coordinate them through the formal hierarchy).
1335:
Determine the number of positions, the profile of a candidate who will fill those positions, and who will report to the leader of the new structure(s).
2074:
Richard A. Johnson, Fremont E. Kast, and James E. Rosenzweig, The Theory and
Management of Systems, 3rd ed. (New York: McGraw-Hill, 1973), pp. 144-46.
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1396:
essentially deciding which major roles will report at the top of the organization. The classic options for strategic grouping are to organize by:
1807:
controls) are evolving and changing. Thus, the manager endeavors to introduce regularity in a world that will never allow him to achieve the ideal
2305:
1005:
81:
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suggests a new role for management. In the traditional view, the manager operated in a highly structured, rigid system having well-defined
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and other systems inside the organization in order to create a unique synergistic system that will be more than just the sum of its parts.
2521:
2386:
2366:
1957:
709:
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2143:
1985:
1920:
1878:
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Many organizational experts argue for an integrated approach to these disciplines, including effective talent management practices.
566:
1567:
the primary concern in this principle is determining which responsibilities to decentralize and what hierarchical levels to create.
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The system must be tailored to the needs of the organization and adapted continually as circumstances change. In a general sense,
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2577:
2501:
998:
615:
2608:
2486:
2613:
2051:
2018:
1115:, because what is an organization if not a system of people? The table shows some approaches to organizational architecture.
1573:
the primary concern in this principle is insuring managers have a process to effectively discharge decentralized principles.
1796:, clear-cut relationships, tight controls, and hierarchical information flows. In the flexible (or open) systems view, the
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1274:: Build a business case for the change; compare the current state to future state and implications that would be involved.
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731:
641:
292:
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2426:
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635:
463:
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2456:
1561:
this principle links closely with the specialization principle, to ensure the links are established between the units.
726:
676:
1316:
The boundaries created by grouping work must be breached to deliver results for customers, partners and shareholders.
1769:
of alternative designs, and the particular biases of the designers must be considered when establishing boundaries.
2506:
2431:
2411:
869:
1499:
2471:
2446:
2376:
2100:. Boston: Division of Research, Graduate School of Business Administration, Harvard University. pp. 213–18.
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653:
595:
297:
129:
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The design way: Intentional change in an unpredictable world: Foundations and fundamentals of design competence,
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must base their decision on the most appropriate way to group activities according to their past experience.
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Determine what basic grouping of work will create the capabilities necessary to deliver the decided strategy.
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370:
350:
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33:
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manager might devote either part-time to such an effort or full-time temporarily, if the task requires it.
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1978:
Leading organization design : how to make organization design decisions to drive the results you want
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269:
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The change is being executed and lead, and closely monitoring the changes to prepare for any adjustments
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821:
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583:
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513:
488:
438:
345:
306:
54:
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the primary concern in this principle is insuring the organization can change and evolve in the future.
2244:
The Spaces of
Organisation & The Organization of Space -Power, Identity & Materiality at Work,
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59:
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124:
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174:
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2101:
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2014:
1991:
1981:
1953:
1916:
1513:
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179:
1944:. Information and Organization Design Series. Vol. 5. Springer New York. pp. 1–31.
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1945:
1937:
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961:
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2223:
Bridging
Organization Design and Performance: 5 Ways to Activate a Global Operating Model.
1529:
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914:
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109:
89:
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Designing Your
Organization: Using the Star Model to Solve 5 Critical Design Challenges.
2013:. Campbell, Andrew, 1950 August 3-. San Francisco, Calif.: Jossey-Bass. pp. 49–57.
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1434:
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Organization design can be defined, narrowly, as the process of reshaping organization
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944:
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Critical roles have been designed and staffed and defined work for the executive team.
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1430:
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17:
2046:. Campbell, Andrew, 1950 August 3-. San Francisco, Calif.: Jossey-Bass. p. 93.
1371:
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77:
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134:
119:
114:
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47:
1995:
1980:. Kates, Amy. (1st ed.). San Francisco, CA: Jossey-Bass. pp. 9–10.
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2028:
1949:
1380:
428:
330:
323:
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2044:
Designing effective organizations : how to create structured networks
2011:
Designing effective organizations : how to create structured networks
981:
1777:
1664:
An effective organizational system need not be complex. On the contrary,
1400:
1108:
264:
219:
1437:
decades ago. Other key thinkers built on
Drucker's thinking, including
99:
2098:
Organization and environment; managing differentiation and integration
1461:
There are various approaches to organizational architecture including
1758:
1354:
Set the transition plan to account for a logical implementation plan.
2346:
1827:
participation can be applied effectively within the organization.
1370:
1031:
902:
64:
1793:
1766:
2294:
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Each tests coincides with the principles previously mentioned.
1322:
Pieces have been tied together and defined power relationships.
1280:: at the end of this phase, the problem to be solved is clear.
508:
1299:: Decided on a structure change which supports the strategy.
2176:
Managerial behavior; administration in complex organizations
1087:
Conventionally organizational architecture consists of the
1849:
contact with the day-to-day operations and its attendant
1688:
when we consider the difficulty of administering change.
2134:. Pacific Palisades, Calif.: Goodyear Pub. Co. pp.
1884:
2130:
Management, systems, and society : an introduction
2560:
2329:
1906:
1904:
2173:
2127:
1645:Characteristics of effective organizational design
2084:
2082:
2080:
1489:(1993, 1995) - Designing organizations using the
1150:Vision, strategic goals and strategic management
2266:Joseph Morabito, Ira Sack and Anilkumar Bhate,
1375:Galbraith's Star Model of organizational design
1915:. Varaždinske Toplice: Tonimir. pp. 1–6.
2306:
1911:Miroslav Žugaj & Markus Schatten (2005).
1006:
8:
2256:Jossey-Bass Publishers, San Francisco, 1995.
2205:"Organisation Design, why keep it a secret?"
1938:"Structure, Performance, Cost, and Outcome"
1143:Corporate Transitions International (2004)
1050:It provides the framework through which an
2313:
2299:
2291:
2237:A framework for managing IT-enabled change
2121:
2119:
2117:
2115:
1669:with each successive stage of complexity.
1429:field, arguably starting with the work of
1013:
999:
29:
2225:Hoboken, NJ: John Wiley & Sons, 2016.
2239:by Sloan Management Review, Summer 1993.
2167:
2165:
2163:
1117:
2276:, Marc C. Gerstein and Robert B. Shaw,
1900:
1729:A basic consideration in the design of
32:
27:Procedural structure of an organization
2283:Harold G. Nelson and Erik Stolterman,
2259:Raymond E. Miles and Charles C. Snow,
1486:, Marc S. Gerstein and Robert B. Shaw.
1639:(Innovation and Adaptation Principle)
1577:Innovation and adaptation principle -
1505:The Organizational Adaption Model by
7:
1971:
1969:
1623:(Knowledge and Competence Principle)
1565:Knowledge and competence principle -
1036:Simplified scheme of an organization
1913:Arhitektura suvremenih organizacija
1214:Business processes and work design
2228:Kates, Amy, and Jay R. Galbraith.
2180:. New York: McGraw-Hill. pp.
1631:(Control and Commitment Principle)
1571:Control and commitment principle -
1441:(1973), Nadler, et al. (1992) and
1071:architecture is elaborated below.
25:
2232:San Francisco: Jossey-Bass, 2007.
1879:Enterprise architecture framework
1482:Organizational Architecture - by
987:Business and economics portal
2591:
2590:
2578:Outline of organizational theory
2221:Kates, Amy, and Gregory Kesler.
1745:When units neither have similar
1367:Reshaping organization structure
980:
2242:Karen Dale and Gibson Burrell.
2235:R.I. Benjamin and E. Levinson,
1725:Differentiation and integration
2126:Richard Arvid Johnson (1976).
1536:Five principles of good design
1:
1156:The role of the organization
642:management information system
293:Chief human resources officer
2278:Organizational Architecture,
1781:economy, and acceptability.
1388:lead to better performance.
1211:Processes and lateral links
636:Enterprise resource planning
464:Financial statement analysis
1267:Business case and discovery
1258:Design process and approach
1247:organizational architecture
1233:Human resource development
1041:Organizational architecture
2661:
2172:Leonard R. Sayles (1964).
1607:(Specialization Principle)
1553:Specialization principle -
1024:
2586:
1936:Baligh, Helmy H. (2006).
1201:Organizational structure
1198:Organizational structure
1192:Organizational structure
1189:Organizational structure
1054:aims to realize its core
298:Chief information officer
130:Limited liability company
2568:History of organizations
2261:Organizational Adaption,
2254:Designing Organizations,
1976:Kesler, Gregory (2011).
1869:Organizational structure
1620:Redundant hierarchy test
1615:(Coordination Principle)
1559:Coordination principle -
1500:Benjamin's Layered Model
1093:organizational structure
1082:organizational structure
1025:Not to be confused with
311:Chief technology officer
245:Mergers and acquisitions
215:Constitutional documents
40:Management of a business
2599:Aspects of corporations
2042:Goold, Michael (2002).
2009:Goold, Michael (2002).
1950:10.1007/0-387-28317-X_1
1942:Organization Structures
1604:Specialist culture test
1181:Organizational culture
1178:Organizational culture
1169:Organizational culture
1111:and the most important
371:Environmental economics
351:International economics
302:Chief marketing officer
288:Chief financial officer
283:Chief operating officer
279:Chief executive officer
240:International trade law
34:Business administration
2609:Aspects of occupations
2268:Organization Modeling,
1773:The role of management
1757:the time schedule for
1584:Five good design tests
1433:in his examination of
1376:
1166:Informal organization
1101:organizational culture
1037:
940:International business
925:Business judgment rule
270:Chief business officer
170:Annual general meeting
150:State-owned enterprise
140:Privately held company
2614:Aspects of workplaces
1864:Organizational design
1465:(1986, 1991, 2004) -
1374:
1328:Talent and leadership
1097:informal organization
1045:organizational design
1035:
616:Customer relationship
552:Business intelligence
514:Financial institution
489:International finance
439:Cash conversion cycle
346:Development economics
307:Chief product officer
55:Management accounting
18:Organizational design
2640:Enterprise modelling
2573:Organization studies
2522:Retaliatory behavior
2367:Citizenship behavior
1612:Difficult links test
1509:and Charles C. Snow.
1467:Kenneth D. Mackenzie
1186:Formal organization
1058:as specified in its
1027:Organizational space
557:Business development
401:Economic development
163:Corporate governance
60:Financial accounting
2645:Organization design
1874:Departmentalization
1628:Accountability test
1408:Product or category
1206:Business processes
1089:formal organization
967:Business statistics
950:International trade
935:Business operations
631:Electronic business
536:Types of management
424:Financial statement
406:Economic statistics
274:Chief brand officer
230:Corporate liability
145:Sole proprietorship
125:Joint-stock company
2595:See also templates
2094:Jay William Lorsch
1477:Michael L. Tushman
1457:Various approaches
1411:Customer or market
1377:
1286:Strategic grouping
1105:business processes
1068:business processes
1062:. It provides the
1038:
930:Consumer behaviour
732:Product life-cycle
519:Capital management
484:Managerial finance
175:Board of directors
2622:
2621:
2502:Perceived support
1514:Richard M. Burton
1502:of organizations.
1240:
1239:
1140:Churchill (1997)
1134:Galbraith (1995)
1023:
1022:
910:Business analysis
479:Corporate finance
449:Capital budgeting
386:Knowledge economy
180:Supervisory board
16:(Redirected from
2652:
2594:
2593:
2487:Network analysis
2477:Machiavellianism
2315:
2308:
2301:
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2209:
2208:
2200:
2194:
2193:
2179:
2169:
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2157:
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2110:
2109:
2090:Paul R. Lawrence
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2039:
2033:
2032:
2006:
2000:
1999:
1973:
1964:
1963:
1933:
1927:
1926:
1908:
1824:systems approach
1790:systems approach
1636:Flexibility test
1596:
1595:
1591:
1548:
1547:
1543:
1507:Raymond E. Miles
1493:as developed by
1228:Human resources
1223:Human resources
1118:
1060:vision statement
1043:, also known as
1015:
1008:
1001:
985:
984:
962:Business process
504:Financial market
341:Labour economics
336:Public economics
95:Corporation sole
30:
21:
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2635:Business models
2625:
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2604:Aspects of jobs
2582:
2556:
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2274:David A. Nadler
2218:
2216:Further reading
2213:
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2203:Ackerman, Ben.
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1530:Richard L. Daft
1484:David A. Nadler
1473:David A. Nadler
1471:(1992, 1993) -
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1175:Reward systems
1172:Reward systems
1113:human resources
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444:Insider dealing
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361:Planned economy
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2250:Jay Galbraith
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1983:
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1524:Ralph Kilmann
1521:
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1495:Jay Galbraith
1492:
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1431:Peter Drucker
1426:
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1385:Jay Galbraith
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356:Mixed economy
354:
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2537:Storytelling
2457:Intelligence
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2337:Architecture
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2260:
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2236:
2229:
2222:
2198:
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2129:
2097:
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2037:
2010:
2004:
1977:
1941:
1931:
1912:
1847:
1838:
1829:
1815:
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1805:
1803:
1798:organization
1787:
1783:
1776:
1755:
1747:orientations
1744:
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1673:simplicity.
1671:
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1052:organization
1049:
1044:
1040:
1039:
840:Architecture
839:
834:Organization
800:Supply chain
626:Earned value
499:Stock market
376:Open economy
366:Econometrics
105:Conglomerate
2507:Performance
2432:Engineering
2412:Diagnostics
2407:Development
2321:Aspects of
1851:information
1693:Reliability
1678:Flexibility
1309:Integration
1245:Some under
1066:into which
955:Trade route
870:Engineering
865:Development
717:Performance
660:development
621:Distributed
494:Liquidation
135:Partnership
120:Corporation
115:Cooperative
2629:Categories
2517:Resilience
2512:Psychology
2482:Narcissism
2472:Life cycle
2387:Complexity
2377:Commitment
2053:0787960640
2020:0787960640
1895:References
1889:View model
1842:management
1666:simplicity
1659:Simplicity
1652:simplicity
1518:Børge Obel
1491:STAR Model
1358:Milestone:
1347:Transition
1339:Milestone:
1320:Milestone:
1195:Groupings
822:Technology
704:Operations
584:Commercial
577:innovation
567:Capability
459:Derivative
48:Accounting
2542:Structure
2492:Ombudsman
2447:Hierarchy
1996:693772818
1778:Designers
1763:operation
1528:(2004) -
1522:(2001) -
1512:(1995) -
1439:Galbraith
1414:Geography
1381:structure
1297:Milestone
1278:Milestone
1161:Strategy
1153:Strategy
1056:qualities
890:Structure
875:Hierarchy
795:Strategic
682:Materials
672:Knowledge
649:Financial
589:Marketing
434:Factoring
429:Insurance
331:Commodity
324:Economics
2561:See also
2552:Workshop
2497:Patterns
2467:Learning
2392:Conflict
2342:Behavior
2096:(1967).
2062:48783823
2029:48783823
1858:See also
1833:managers
1449:(1967).
1443:Lawrence
1405:Function
1401:Behavior
1109:strategy
880:Patterns
860:Conflict
845:Behavior
785:Security
762:Resource
747:Property
710:services
667:Incident
606:Conflict
562:Capacity
265:Chairman
220:Contract
2462:Justice
2422:Ecology
2417:Dissent
2397:Culture
2372:Climate
2352:Capital
2182:100–105
2154:2299496
2136:100–105
1751:manager
1704:Economy
1128:(1997)
1126:Tushman
1075:Content
855:Culture
805:Systems
790:Service
769:
757:Records
752:Quality
742:Project
737:Product
727:Process
706:
687:Network
656:
638:
611:Content
418:Finance
100:Company
2547:Theory
2527:Safety
2437:Ethics
2402:Design
2330:Topics
2190:965259
2188:
2152:
2142:
2106:229592
2104:
2060:
2050:
2027:
2017:
1994:
1984:
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1765:, the
1759:design
1588:": -->
1540:": -->
1447:Lorsch
1417:Matrix
1253:Design
1122:Nadler
817:Talent
773:crisis
699:Office
572:Change
2532:Space
2442:Field
2362:Chart
2357:Cells
2347:Blame
2287:2003.
2280:1992.
2270:1999.
2263:2003.
2246:2008.
1794:goals
1352:Goal:
1333:Goal:
1314:Goal:
1291:Goal:
903:Trade
885:Space
780:Sales
722:Power
677:Legal
547:Brand
542:Asset
65:Audit
2186:OCLC
2150:OCLC
2140:ISBN
2102:OCLC
2058:OCLC
2048:ISBN
2025:OCLC
2015:ISBN
1992:OCLC
1982:ISBN
1954:ISBN
1917:ISBN
1788:The
1767:cost
1761:and
1590:edit
1542:edit
1516:and
1475:and
1445:and
1272:Goal
1124:and
767:Risk
82:list
1946:doi
1809:”.
1103:),
1095:),
509:Tax
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