Designing Organizations for High Performance (Prentice Hall Organizational Development Series)

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		Designing Organizations for High Performance (Prentice Hall Organizational Development Series)
		Designing Organizations for High Performance (Prentice Hall Organizational Development Series)

A member of the PH OD Series! This is a practical guide to developing higher levels of performance in large organizations through changes in strategy, organization design, and culture. Designing Organizations for High Performance fills the gap between theory and practice on how to improve the performance of organizations by offering an "insider's view" of how it had been done successfully in organizations like Procter & Gamble.

目录

 1. Understanding How Organizations Function.


 2. An Organization Performance Model.


 3. The Assessment Process.


 4. The Design Process.


 5. Approaches to Specific Design Issues.


 6. Managing Cultural Change.


 7. Design Renewal: A Challenge to All.

网友对Designing Organizations for High Performance (Prentice Hall Organizational Development Series)的评论

No matter when this was written this is still the best tool for analyzing organization effectiveness and using a systematic approach to determining purpose, priorities, resources and "relevant changes" needed to promote positive change and improve your results. Change is constant but to change without a purpose is really unnecessary stress on indivduals and organizations.

Product itself is good, excelent reference for those who care about organizations. Delivery was very poor, the book got to me damaged and in some pages the writings are not lined up. I claimed that to amazon and got no answer, very disappointed indeed.

The book is written for those managers who would like to develop higher levels of performance in their organisation but aren't sure how to go about it. It addresses both types of people, the manager of a business unit and also organisational consultants who looks for tools to help others manage.
The book focusses on how to implement various theories to get better results, and therefore is more of a 'how-to' book rather than being comprehensive in treatment of concepts. The how-tos concern two aspects of design , (1) the rational part, including identifying the desired organisational model, structuring the various design elements to produce the required results, and assessing one's progress at any point of time and (2) the emotional part including educating membersabout organisational alternatives to the bureaucratic model, developing their commitment and support for the model actually chosen , changing habits and practices to fit with the "model system", maintaining commitment "when the going gets tough", and renewing the model when circumstances require it.

This is not an end all be all book, but it provides very good insight into ODD and design of teams. It is easy to read and containts many relevant concepts that are in practice today. A friend of mine (With a Masters in OD) referred this book to me as not only an introduction for myself into the complexities of ODD but to use with clients in talking about the subject. If your new to the concepts of Org Design or are looking for a book to share with others, this is a very useful (and easy) read.

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