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10 Principles of Organization Design

10 Principles of Organization Design
A global electronics manufacturer seemed to live in a perpetual state of re-organization. Introducing a new line of communication devices for the Asian market required reorienting its sales, marketing, and support functions. Migrating to cloud-based business applications called for changes to the IT organization. Altogether, it had reorganized six times in 10 years. Suddenly, however, the company found itself facing a different challenge. Because of the new technologies that had entered its category, and a sea change in customer expectations, the CEO decided to shift from a product-based business model to a customer-centric one. This situation is becoming more typical. Today, the average tenure for the CEO of a global company is about five years. The chief executive has to get the reorg right the first time; he or she won’t get a second chance. 1. For many business leaders, answering those questions means going beyond your comfort zone. 2. 3. 4. 5. 6. 7. 8. 9. 10. Conclusion Gary L.

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Creative Organizational Design - COD - Articles - Psychology In The Workplace Using psychology to facilitate leadership, teamwork, profitability and workplace satisfaction. Erik Erikson was a famous Danish psychologist who developed a very useful theory about how we mature. He talked about leadership, getting along with others and making sense of our world. Although every psychology student knows about Erikson, the business world has been slow to realize that his theory also applies to the workplace.

Institute 'Spring Training' for Your Business The annual ritual of Major League baseball’s spring training has begun. And every major league baseball team starts spring training with the same goal: winning the World Series. Yet only two of the 30 teams will make it to the title series -- and only one will win. Related: 4 Ways to Successfully Develop Employees Year-Round But at spring training, each team starts fresh. New faces appear on the roster.

C-level span of control diagnostic tool What is your target number of direct reports? We invite you to use this real-time learning tool to help you assess your target span of control looking forward for the next two years. There are 13 questions in five categories. After each set of questions, the tool resets the target span on the display bar. What is Organizational Design? Organizational design is a step-by-step methodology which identifies dysfunctional aspects of work flow, procedures, structures and systems, realigns them to fit current business realities/goals and then develops plans to implement the new changes. The process focuses on improving both the technical and people side of the business. For most companies, the design process leads to a more effective organization design, significantly improved results (profitability, customer service, internal operations), and employees who are empowered and committed to the business.

The McKinsey 7S Framework - Strategy Skills from Ensuring That All Parts of Your Organization Work in Harmony Learn how to use the 7-S Framework, with James Manktelow & Amy Carlson. How do you go about analyzing how well your organization is positioned to achieve its intended objective? Germanwings Co-Pilot Sought to Destroy Plane in French Crash (Bloomberg) -- The co-pilot of the Germanwings flight that crashed in the French Alps appears to have deliberately flown the aircraft into a mountain side after locking the captain out of the cockpit, French prosecutors said. Audio files from the last minutes in the cockpit of the Barcelona-Dusseldorf flight show the co-pilot took the aircraft into a descent after the captain left the flight deck and was denied re-entry, prosecutor Brice Robin said at a press conference in Marseille. The co-pilot could be heard breathing and remained otherwise silent right until the plane slammed into a mountain slope at full speed, he said.

Understanding Workplace Values - Management Skills From Finding the Best Cultural Fit © iStockphotodblight Make your team's cultural values shine. The McKinsey 7S Framework - Strategy Skills from Ensuring That All Parts of Your Organization Work in Harmony Learn how to use the 7-S Framework, with James Manktelow and Amy Carlson. How do you go about analyzing how well your organization is positioned to achieve its intended objective? This is a question that has been asked for many years, and there are many different answers.

SIX-BOX MODEL - Welcome to For several years I’ve experimented with “cognitive maps” of organizations. These are labels that would help me better describe what I saw and heard and understand the relationships among various bits of data. I started this endeavor when I realized that though I knew a lot of organization theory, most theories are either (1) too narrow to include everything I wished to understand, or (2) too broadly abstract to give much guidance. Enterprises need to embrace ‘spend optimisation’ They can become empowered to not only cut their costs but also enhance profitability Enterprises are increasingly coming under pressure to make valuable use of their available resources, yet a complaint I hear time and time again is that different departments across the organisation are failing to collaborate on spending. There are myriad reasons for this failure to collaborate, but the most common ones tend to be a lack of formal travel and expense policies, a belief that procurement is too slow or hard to deal with, the existence of disparate systems that aren’t integrated to bring information into context, and a preference for working directly with vendors with which the buyer is already comfortable. ‘Spend optimisation’ is the process by which an enterprise establishes policies, procedures, and controls and gains visibility to ensure that its workforce is spending its resources wisely.

The 4 Practices of Successful Flat Organizations As more organizations are becoming flatter, the looming question is whether it’s possible to “do more with less” or whether it’s necessary to rethink the distribution of power and control as described by Peter Drucker, Peter Block and Gary Hamel among others. Emergent Leadership Topples the Pyramid shows why a non-hierarchical view of leadership makes the most sense in today’s complex world. But non-hierarchical leadership without supporting practices leads to chaos, not a self-organizing, successful organization. These four practices provide the vehicle to move forward.

The Greiner Curve - Strategy Tools training from Understanding the Crises That Come With Growth © VeerAlliance Fast-growing companies can often be chaotic places to work. As workloads increase exponentially, approaches which have worked well in the past start failing. Teams and people get overwhelmed with work. The Organization As a Network of Projects Recurrent and non-recurrent activities in an industry can be seen as “projects”. Whether we seek to improve the speed at which we manufacture products, install new equipment, organize shipments or file quarterly closing, we need the coordinated efforts of many different competencies. Deploying these competencies in a logical sequence is relatively easy. However, breaking assumptions about the way performances should be controlled and measured seems to be a true cognitive ordeal.