Levers Of Organization Design: How Managers Use Accountability Systems For Greater Performance And Commitment
Harvard Business Press, 25 jul. 2005 - 304 páginas
The design of an organization--the accountability system that defines roles, rights, and responsibilities throughout the firm--has a direct impact on the performance of every employee. Yet, few leaders devote focused attention to how this design is chosen, implemented, and adjusted over time. Robert Simons argues that by viewing design as a powerful and proactive management lever--rather than an inevitable outcome of corporate evolution--leaders can maximize productivity across every level of the organization. Levers of Organization Design presents a new design theory based on four key yet often underrated categories: customer definition, critical performance variables, creative tension, and commitment to mission. Building from these core areas, Simons lays out a step-by-step process leaders can follow to create structures and accountability systems that positively influence how people do their work, where they focus their attention, and how their activities can be aligned to contribute to overall strategic goals. He also introduces four levers of organizational design--unit configuration, diagnostic control systems, interactive networks, and responsibility to others--that leaders can manipulate to improve overall organizational efficiency and effectiveness vastly. For anyone accountable for measuring and managing performance, this book shows how good design can become an organization's roadmap to success. Robert Simons is the Charles M. Williams Professor of Business Administration in the accounting & control area at Harvard Business School.
Comentarios de usuarios - Escribir una reseña
No hemos encontrado ninguna reseña en los sitios habituales.
Otras ediciones - Ver todo
Levers Of Organization Design: How Managers Use Accountability Systems For ...
Vista previa restringida - 2005
Accountability Span achieve activity-based costing agers aligned allocated Alpha balanced scorecards behavior Beta boss business units chapter Commitment to Help configuration constituents Control Span corporate cost countability create creative tension critical performance variables Customer Definition decision diagnostic control systems efficiency employees ensure example faculty figure firms focus four spans ganization global goals Harvard Business School implementation important individuals Influence Span innovation interactive networks Johnson & Johnson knowledge markets levels levers of organization manufacturing market-facing units markets matrix MBA paper McDonald’s narrow span Narrow Wide Span needs operating operating-core functions operating-core units organization design organization’s organizational performance measures primary customer profit center regional result senior managers shared responsibilities Southwest Airlines span of accountability span of attention span of control Span of Influence Span of Support strategy success Support Span tion top managers transfer pricing unit structure value creation widen