Designing Matrix Organizations that Actually Work: How IBM, Proctor & Gamble and Others Design for Success (Jossey-Bass Business & Management): Jay R. Galbraith

• Filed under: Recommended

Organization structures do not fail, says Jay Galbraith, but management fails at implementing them correctly. This is why, he explains, the idea that the matrix does not work still exists today, even among people who should know better. But the matrix has become a necessary form of organization in today’s business environment. Companies now know that if they have multiple product lines, do business in multiple countries, and serve many customer segments through a variety of channels, there is no way they can avoid some kind of a matrix structure and the question most are asking is “How do we learn how to operate the matrix effectively?” In Designing Matrix Organizations That Actually Work, Galbraith answers this and other questions as he shows how to make a matrix work effectively.

From the Inside Flap

Designing Matrix Organizations That Actually Work

Organization structures do not fail, says Jay Galbraith, but management fails at implementing them correctly. This is why, he explains, the idea that the matrix does not work still exists today, even among people who should know better. But the matrix has become a necessary form of organization in today’s business environment. Companies now know that if they have multiple product lines, do business in multiple countries, and serve many customer segments through a variety of channels, there is no way they can avoid some kind of a matrix structure—and the question most are asking is “How do we learn how to operate the matrix effectively?” In Designing Matrix Organizations That Actually Work, Galbraith answers this and other questions as he shows how to make a matrix work effectively.

Drawing on his forty years of experience in studying and consulting with matrix organizations, Galbraith first defines what they are, tells why they are chosen, and explains why there have been failures. He provides for a complete design of the matrix organization using his Star Model, a tested framework that aligns changes in structure, processes, rewards, and people practices. The Star Model consists of policies that leaders can control and that can affect employee behavior. It shows that managers can influence performance and culture—but only by acting through the design policies that affect behavior. In order to make a matrix work, the author reveals, good relations between departments are needed, planning processes are necessary to get aligned goals, the aligned goals must go into the reward system, and people who are matrix savvy must be selected and developed. Using examples from IBM, Nokia, Procter & Gamble, and other successful corporations, he clearly illustrates the planning processes, reward systems, and human resources practices of successful implementers of the matrix.

Order Designing Matrix Organizations that Actually Work: How IBM, Proctor & Gamble and Others Design for Success (Jossey-Bass Business & Management): Jay R. Galbraith form Amazon.

Designing Organizations to Create Value: From Strategy to Structure: Jim Brickley, Clifford Smith, Jerry Zimmerman, Janice Willett

• Filed under: Recommended

A three-pronged strategy for dramatically increasing organizational performance and value

Business leaders today 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 success 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

From the Back Cover
A Three-Pronged Strategy for Boosting Organizational Performance–and Shareholder Value

As a business leader in today’s increasingly competitive global race, you need more than fads and buzzwords. You need a focused, cross-functional organizational design, one that will foster intercompany communication and help you identify and resolve minor issues before they become major barriers to success.

Designing Organizations to Create Value draws on recent research as well as the authors’ hands-on experience to outline an integrated framework for coordinating the three critical aspects of organizational architecture:

• Assignment of decision-making authority
• Development of effective performance evaluation systems
• Creation of a logical and motivating compensation structure

Executives and senior-level decision makers must focus on the entirety of their organizations–as opposed to one particular facet such as strategy, quality, or logistics–to build an efficient and interconnected company. Let Designing Organizations to Create Value provide you with methods to systematically analyze all of your organizational issues and reconstruct your workforce into that of a balanced, functional, and battle-ready market leader.

“In today’s environment, managers are under increasing pressure to address organizational issues and manage organizational change. . . . The business literature to date has . . . failed to provide managers with an integrated approach to identifying and solving organizational problems. Our book is designed to provide a systematic, comprehensive framework for analyzing organizational issues, one that can be consistently applied in addressing problems and structuring more effective organizations.”–From the Preface

“Value creation” is more than just another buzz phrase; it is, in fact, the time-honored key to business success. Designing Organizations to Create Value is today’s most top-to-bottom examination of the ever-elusive topic of value–how it is measured, how firms create and capture it, and how the drive for value impacts the strategy of the entire firm.

Rather than focusing on one aspect or strategy, however, this comprehensive book details virtually every area that influences value creation, including:

• Proven strategies for efficient deployment of knowledge throughout an organization
• Decentralization, and the necessity of implementing proper checks and balances
• The essential and interwoven roles of institutional innovation, strategy, and dynamic leadership

By whatever name, in whatever era, value creation is a requisite for long-term organizational survival and success. Designing Organizations to Create Value combines decades of multidisciplinary research with case studies from market leaders such as General Electric, Honda, and Wal-Mart to illustrate the payoffs from effective organizational design–and provide a practical, sensible approach for creating value at every level and with every process of your organization.

Order Designing Organizations to Create Value: From Strategy to Structure: Jim Brickley, Clifford Smith, Jerry Zimmerman, Janice Willett form Amazon.

Designing Organizations to Create Value: From Strategy to Structure: Jim Brickley, Clifford Smith, Jerry Zimmerman, Janice Willett

• Filed under: Recommended

A three-pronged strategy for dramatically increasing organizational performance and value

. .

Business leaders today 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 organizationAndshy;Andshy;one that helps ensure the success 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 .

From the Back Cover

A Three-Pronged Strategy for Boosting Organizational Performance–and Shareholder Value

. .

As a business leader in today’s increasingly competitive global race, you need more than fads and buzzwords. You need a focused, cross-functional organizational design, one that will foster intercompany communication and help you identify and resolve minor issues before they become major barriers to success.

. .

Designing Organizations to Create Value draws on recent research as well as the authors’ hands-on experience to outline an integrated framework for coordinating the three critical aspects of organizational architecture:

. .

.
• Assignment of decision-making authority .
• Development of effective performance evaluation systems .
• Creation of a logical and motivating compensation structure .

. .

Executives and senior-level decision makers must focus on the entirety of their organizations–as opposed to one particular facet such as strategy, quality, or logistics–to build an efficient and interconnected company. Let Designing Organizations to Create Value provide you with methods to systematically analyze all of your organizational issues and reconstruct your workforce into that of a balanced, functional, and battle-ready market leader.

. .

“In today’s environment, managers are under increasing pressure to address organizational issues and manage organizational change. . . . The business literature to date has . . . failed to provide managers with an integrated approach to identifying and solving organizational problems. Our book is designed to provide a systematic, comprehensive framework for analyzing organizational issues, one that can be consistently applied in addressing problems and structuring more effective organizations.”–From the Preface

. .

“Value creation” is more than just another buzz phrase; it is, in fact, the time-honored key to business success. Designing Organizations to Create Value is today’s most top-to-bottom examination of the ever-elusive topic of value–how it is measured, how firms create and capture it, and how the drive for value impacts the strategy of the entire firm.

. .

Rather than focusing on one aspect or strategy, however, this comprehensive book details virtually every area that influences value creation, including:

. .

.
• Proven strategies for efficient deployment of knowledge throughout an organization .
• Decentralization, and the necessity of implementing proper checks and balances .
• The essential and interwoven roles of institutional innovation, strategy, and dynamic leadership .

. .

By whatever name, in whatever era, value creation is a requisite for long-term organizational survival and success. Designing Organizations to Create Value combines decades of multidisciplinary research with case studies from market leaders such as General Electric, Honda, and Wal-Mart to illustrate the payoffs from effective organizational design–and provide a practical, sensible approach for creating value at every level and with every process of your organization.

.

See all Editorial Reviews

order Designing Organizations to Create Value: From Strategy to Structure: Jim Brickley, Clifford Smith, Jerry Zimmerman, Janice Willett now and save money!

Designing Organizations to Create Value: From Strategy to Structure: Jim Brickley, Clifford Smith, Jerry Zimmerman, Janice Willett

• Filed under: Recommended

A three-pronged strategy for dramatically increasing organizational performance and value

. .

Business leaders today 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 organizationAndshy;Andshy;one that helps ensure the success 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 .

From the Back Cover

A Three-Pronged Strategy for Boosting Organizational Performance–and Shareholder Value

. .

As a business leader in today’s increasingly competitive global race, you need more than fads and buzzwords. You need a focused, cross-functional organizational design, one that will foster intercompany communication and help you identify and resolve minor issues before they become major barriers to success.

. .

Designing Organizations to Create Value draws on recent research as well as the authors’ hands-on experience to outline an integrated framework for coordinating the three critical aspects of organizational architecture:

. .

.
• Assignment of decision-making authority .
• Development of effective performance evaluation systems .
• Creation of a logical and motivating compensation structure .

. .

Executives and senior-level decision makers must focus on the entirety of their organizations–as opposed to one particular facet such as strategy, quality, or logistics–to build an efficient and interconnected company. Let Designing Organizations to Create Value provide you with methods to systematically analyze all of your organizational issues and reconstruct your workforce into that of a balanced, functional, and battle-ready market leader.

. .

“In today’s environment, managers are under increasing pressure to address organizational issues and manage organizational change. . . . The business literature to date has . . . failed to provide managers with an integrated approach to identifying and solving organizational problems. Our book is designed to provide a systematic, comprehensive framework for analyzing organizational issues, one that can be consistently applied in addressing problems and structuring more effective organizations.”–From the Preface

. .

“Value creation” is more than just another buzz phrase; it is, in fact, the time-honored key to business success. Designing Organizations to Create Value is today’s most top-to-bottom examination of the ever-elusive topic of value–how it is measured, how firms create and capture it, and how the drive for value impacts the strategy of the entire firm.

. .

Rather than focusing on one aspect or strategy, however, this comprehensive book details virtually every area that influences value creation, including:

. .

.
• Proven strategies for efficient deployment of knowledge throughout an organization .
• Decentralization, and the necessity of implementing proper checks and balances .
• The essential and interwoven roles of institutional innovation, strategy, and dynamic leadership .

. .

By whatever name, in whatever era, value creation is a requisite for long-term organizational survival and success. Designing Organizations to Create Value combines decades of multidisciplinary research with case studies from market leaders such as General Electric, Honda, and Wal-Mart to illustrate the payoffs from effective organizational design–and provide a practical, sensible approach for creating value at every level and with every process of your organization.

.

See all Editorial Reviews

order Designing Organizations to Create Value: From Strategy to Structure: Jim Brickley, Clifford Smith, Jerry Zimmerman, Janice Willett now and save money!

Designing the Customer-Centric Organization: A Guide to Strategy, Structure, and Process (Jossey Bass Business and Management Series): Jay R. Galbraith

• Filed under: Recommended

Editorial Reviews

Review
“Jay Galbraith has once again tackled a complex subject and made it not only clear but deeply engaging for his readers. The result is an excellent practical road map for organizations trying to develop customer-centric solutions.”
–Israel Makov, president and CEO, Teva Pharmaceutical Industries Ltd.

“Jay Galbraith is one of the world’s premier experts in organization design, having vast knowledge of both the theory and practice of creating sustainable competitive advantage. P&G’s new organization structure is producing significant competitive advantage, and uses many of the concepts of customer-centricity detailed by Jay.”
–Keith E. Lawrence, director of human resources, Global Beauty, P&G

“In a world where business success or failure is increasingly dependent on a company’s ability to align its resources around the customer, this book is a must-read that describes in very practical terms how large organizations can cope with this added dimension.”
–Gerard J. Kleisterlee, president and CEO, Royal Philips Electronics

“Galbraith provides an excellent framework for navigating through the complex organization decisions and process required to successfully lead an enterprise from product to customer centricity.”
–Vincent Roche, vice president, Global Sales, Analog Devices Inc.

“Jay Galbraith has once again written a path-breaking book on organizational design. He has put the customer squarely in focus, and developed a new paradigm for the design of effective organizational based on this. Thus, a strong sense of relevant organizational purpose is achieved, based on creating value vis-à-vis the customer. A landmark book.”
–Peter Lorange, president, International Institute for Management Development, Lausanne, Switzerland

Designing the Customer-Centric Organization offers todayâs business leaders a comprehensive customer-centric organizational model that clearly shows how to put in place an infrastructure that is organized around the demands of the customer. Written by Jay Galbraith (the foremost expert in the field of organizational design), this important book includes a tool that will help determine how customer-centric an organization is- light-level, medium-level, complete-level, or high-level- and it shows how to ascertain the appropriate level for a particular institution. Once the groundwork has been established, the author offers guidance for the process of implementing a customer-centric system throughout an organization. Designing the Customer-Centric Organization includes vital information about structure, management processes, reward and management systems, and people practices.

$Order Designing the Customer-Centric Organization: A Guide to Strategy, Structure, and Process (Jossey Bass Business and Management Series): Jay R. Galbraith From Amazon and save money$

Designing Organizations to Create Value: From Strategy to Structure: Jim Brickley, Clifford Smith, Jerry Zimmerman, Janice Willett

• Filed under: Recommended

Editorial Reviews

A three-pronged strategy for dramatically increasing organizational performance and value

Business leaders today 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 success 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

From the Back Cover

A Three-Pronged Strategy for Boosting Organizational Performance–and Shareholder Value

As a business leader in today’s increasingly competitive global race, you need more than fads and buzzwords. You need a focused, cross-functional organizational design, one that will foster intercompany communication and help you identify and resolve minor issues before they become major barriers to success.

Designing Organizations to Create Value draws on recent research as well as the authors’ hands-on experience to outline an integrated framework for coordinating the three critical aspects of organizational architecture:

• Assignment of decision-making authority
• Development of effective performance evaluation systems
• Creation of a logical and motivating compensation structure

Executives and senior-level decision makers must focus on the entirety of their organizations–as opposed to one particular facet such as strategy, quality, or logistics–to build an efficient and interconnected company. Let Designing Organizations to Create Value provide you with methods to systematically analyze all of your organizational issues and reconstruct your workforce into that of a balanced, functional, and battle-ready market leader.

“In today’s environment, managers are under increasing pressure to address organizational issues and manage organizational change. . . . The business literature to date has . . . failed to provide managers with an integrated approach to identifying and solving organizational problems. Our book is designed to provide a systematic, comprehensive framework for analyzing organizational issues, one that can be consistently applied in addressing problems and structuring more effective organizations.”–From the Preface

“Value creation” is more than just another buzz phrase; it is, in fact, the time-honored key to business success. Designing Organizations to Create Value is today’s most top-to-bottom examination of the ever-elusive topic of value–how it is measured, how firms create and capture it, and how the drive for value impacts the strategy of the entire firm.

Rather than focusing on one aspect or strategy, however, this comprehensive book details virtually every area that influences value creation, including:

• Proven strategies for efficient deployment of knowledge throughout an organization
• Decentralization, and the necessity of implementing proper checks and balances
• The essential and interwoven roles of institutional innovation, strategy, and dynamic leadership

By whatever name, in whatever era, value creation is a requisite for long-term organizational survival and success. Designing Organizations to Create Value combines decades of multidisciplinary research with case studies from market leaders such as General Electric, Honda, and Wal-Mart to illustrate the payoffs from effective organizational design–and provide a practical, sensible approach for creating value at every level and with every process of your organization.

$Order Designing Organizations to Create Value: From Strategy to Structure: Jim Brickley, Clifford Smith, Jerry Zimmerman, Janice Willett From Amazon and save money$

Designing Organizations to Create Value: From Strategy to Structure: Jim Brickley, Clifford Smith, Jerry Zimmerman, Janice Willett

• Filed under: Recommended

Editorial Reviews

A three-pronged strategy for dramatically increasing organizational performance and value

Business leaders today 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 success 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

From the Back Cover

A Three-Pronged Strategy for Boosting Organizational Performance–and Shareholder Value

As a business leader in today’s increasingly competitive global race, you need more than fads and buzzwords. You need a focused, cross-functional organizational design, one that will foster intercompany communication and help you identify and resolve minor issues before they become major barriers to success.

Designing Organizations to Create Value draws on recent research as well as the authors’ hands-on experience to outline an integrated framework for coordinating the three critical aspects of organizational architecture:

• Assignment of decision-making authority
• Development of effective performance evaluation systems
• Creation of a logical and motivating compensation structure

Executives and senior-level decision makers must focus on the entirety of their organizations–as opposed to one particular facet such as strategy, quality, or logistics–to build an efficient and interconnected company. Let Designing Organizations to Create Value provide you with methods to systematically analyze all of your organizational issues and reconstruct your workforce into that of a balanced, functional, and battle-ready market leader.

“In today’s environment, managers are under increasing pressure to address organizational issues and manage organizational change. . . . The business literature to date has . . . failed to provide managers with an integrated approach to identifying and solving organizational problems. Our book is designed to provide a systematic, comprehensive framework for analyzing organizational issues, one that can be consistently applied in addressing problems and structuring more effective organizations.”–From the Preface

“Value creation” is more than just another buzz phrase; it is, in fact, the time-honored key to business success. Designing Organizations to Create Value is today’s most top-to-bottom examination of the ever-elusive topic of value–how it is measured, how firms create and capture it, and how the drive for value impacts the strategy of the entire firm.

Rather than focusing on one aspect or strategy, however, this comprehensive book details virtually every area that influences value creation, including:

• Proven strategies for efficient deployment of knowledge throughout an organization
• Decentralization, and the necessity of implementing proper checks and balances
• The essential and interwoven roles of institutional innovation, strategy, and dynamic leadership

By whatever name, in whatever era, value creation is a requisite for long-term organizational survival and success. Designing Organizations to Create Value combines decades of multidisciplinary research with case studies from market leaders such as General Electric, Honda, and Wal-Mart to illustrate the payoffs from effective organizational design–and provide a practical, sensible approach for creating value at every level and with every process of your organization.

See all Editorial Reviews

order Designing Organizations to Create Value: From Strategy to Structure: Jim Brickley, Clifford Smith, Jerry Zimmerman, Janice Willett now and save money!

Designing the Customer-Centric Organization: A Guide to Strategy, Structure, and Process (Jossey Bass Business and Management Series): Jay R. Galbraith

• Filed under: Recommended

Editorial Reviews

Review
“Jay Galbraith has once again tackled a complex subject and made it not only clear but deeply engaging for his readers. The result is an excellent practical road map for organizations trying to develop customer-centric solutions.”
–Israel Makov, president and CEO, Teva Pharmaceutical Industries Ltd.

“Jay Galbraith is one of the world’s premier experts in organization design, having vast knowledge of both the theory and practice of creating sustainable competitive advantage. P&G’s new organization structure is producing significant competitive advantage, and uses many of the concepts of customer-centricity detailed by Jay.”
–Keith E. Lawrence, director of human resources, Global Beauty, P&G

“In a world where business success or failure is increasingly dependent on a company’s ability to align its resources around the customer, this book is a must-read that describes in very practical terms how large organizations can cope with this added dimension.”
–Gerard J. Kleisterlee, president and CEO, Royal Philips Electronics

“Galbraith provides an excellent framework for navigating through the complex organization decisions and process required to successfully lead an enterprise from product to customer centricity.”
–Vincent Roche, vice president, Global Sales, Analog Devices Inc.

“Jay Galbraith has once again written a path-breaking book on organizational design. He has put the customer squarely in focus, and developed a new paradigm for the design of effective organizational based on this. Thus, a strong sense of relevant organizational purpose is achieved, based on creating value vis-à-vis the customer. A landmark book.”
–Peter Lorange, president, International Institute for Management Development, Lausanne, Switzerland

Designing the Customer-Centric Organization offers todayâs business leaders a comprehensive customer-centric organizational model that clearly shows how to put in place an infrastructure that is organized around the demands of the customer. Written by Jay Galbraith (the foremost expert in the field of organizational design), this important book includes a tool that will help determine how customer-centric an organization is- light-level, medium-level, complete-level, or high-level- and it shows how to ascertain the appropriate level for a particular institution. Once the groundwork has been established, the author offers guidance for the process of implementing a customer-centric system throughout an organization. Designing the Customer-Centric Organization includes vital information about structure, management processes, reward and management systems, and people practices.

See all Editorial Reviews

order Designing the Customer-Centric Organization: A Guide to Strategy, Structure, and Process (Jossey Bass Business and Management Series): Jay R. Galbraith now and save money!

Organization Design: The Collaborative Approach (The HR Series): Naomi Stanford

• Filed under: Recommended

Editorial Reviews

Review
Naomi Stanford has produced the consummate guidebook for human resource professionals who are charged with shepherding a complex organization design project through to completion. It is full of useful tools to help manage the tricky but often overlooked softer aspects of organization change programs, such as communication plans, expectation management and rallying important stakeholders.

Jay R. Galbraith, Senior Research Scientist, Center for Effective Organizations, Marshall School of Business, University of Southern California

Organization Design provides a highly informative and practical road map for HR professionals and line managers confronting the challenge of organization redesign, particularly at the business unit and divisional levels.

Jim Shillady, Partner with Kiddy and Partners, leads the UK Organization Design Group.

‘Naomi Stanford provides a fantastically rich source of ideas, tools and tips for managers, HR and OD practitioners and consultants alike. Grounded in real experiences of managing organisation design projects, she skilfully leads you through the often highly charged and complex issues involved - keeping your focus on the needs of the business when others are losing theirs! A valuable resource for anyone with responsibility for managing organisational change projects.’

Karen Giles, Organisational Change Manager, Energis. Formerly, Specialist Adviser, Organisation and Development at the Chartered Institute of Personnel and Development.

Book Description
A collaborative approach to investigate and change the ways your organization works in order to increase productivity, performance, and profit.

See all Editorial Reviews

See all Editorial Reviews&order

Designing Organizations to Create Value: From Strategy to Structure: Jim Brickley, Clifford Smith, Jerry Zimmerman, Janice Willett

• Filed under: Recommended

Editorial Reviews

Product Description

A three-pronged strategy for dramatically increasing organizational performance and value

Business leaders today 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 success 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

Book Info
Provides executives with the tools they need to build a balanced, functional organization, one that helps ensure the success of the business as it lays the groundwork for increased firm value. Identifies the critical aspects of an organization’s internal structure.

See all Editorial Reviews

See all Editorial Reviews&order