Designing Dynamic Organizations

A Hands-On Guide for Leaders at All Levels

Jay R. Galbraith, Diane Downey, Amy Kates

Publisher: Amacom, 2002, 286 pages

ISBN: 0-8144-7119-6

Keywords: Change Management, Organizational Development

Last modified: May 19, 2010, 11:49 a.m.

With the business landscape changing more rapidly than ever before, organizations of every stripe face a myriad of restructuring issues. Whether addressing financial, technological, or marketplace needs, 21st century companies must be able to realign their capital and human resources with minimum disruption and maximum impact. Based on Jay Galbraith's world-renowned approach to organizational design, and featuring a broad selection of practical tips and ready-to-use tools developed by Diane Downey and Amy Kates, Designing Dynamic Organizations gives business leaders at all levels everything they need to implement positive, progressive change.

  • Preface
    • What Is an Organization?
    • Who Should Read This Book
    • Organization of the Book
  • Acknowledgments
  • Chapter One: Getting Started
    • Organization Redesign
    • The Reconfigurable Organization
    • Deciding When to Redesign
    • The Case for a Participative Process
    • Summary
  • Chapter Two: Determining the Design Framework
    • Translating the Strategy Into Design Criteria
    • Clarifying Limits and Assumptions
    • Assessing the Current State
    • Summary
  • Chapter Three: Designing the Structure
    • Structural Concepts
    • Organizational Roles
    • Leadership Roles
    • Testing the Design
    • Using a Participative Process: Mapping the Structure
    • Design and Implementation Governance:  Working Through the Details
    • Summary
  • Chapter Four: Processes and Lateral Capability
    • Lateral Capability
    • Networks
    • Lateral Processes
    • Teams
    • Integrated Roles
    • Matrix Structures
    • Building Lateral Capability
    • Summary
  • Chapter Five: Defining and Rewarding Success
    • Metrics
    • Values and Behaviors
    • Compensation
    • Rewards and Recognition
    • Summary
  • Chapter Six: People Practices
    • Staffing the New Organization
    • Assessing for Learning Aptitude
    • Performing Feedback
    • From Training to Learning
    • Summary
  • Chapter Seven: Implementation
    • Planning
    • Managing Skepticism
    • Assimilating Into the Organization
  • Conclusion


Designing Dynamic Organizations

Reviewed by Roland Buresund

Very Good ******** (8 out of 10)

Last modified: May 19, 2010, 11:49 a.m.

A really nice and practical book. It is always a pleasure to read books that takes a practical approach but at the same time doesn't loose the theory. Granted, the process may have to be modified due to different circumstances, but I don't see that as distracting from the value of this book.

A valuable book to have read if you plan to or work in OD or HR.


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