| Description |
1 online resource (237 p.) |
| Contents |
Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Chapter 1 Right Intentions, Wrong Focus -- Design Decisions Are Not Linked to Behavior -- Design Solutions Are Focused Primarily on the Individual -- Design Ignores the Power of Horizontal Networks -- But Are There Really Problems with How Organizations Are Currently Designed? -- Chapter 2 Solving the Right Problem -- Lack of Ownership -- Poor Collaboration and Overlapping Roles -- Unfairness in Pay and Performance Measurement -- Us-Versus-Them Mentality -- Lack of Social Connection -- Lack of Empowerment |
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Chapter 3 The Peopletecture Model -- Chapter 4 Hierarchy -- Hierarchies Are Necessary -- Different Structures -- The Silo Trap -- Benefits of Hierarchy -- A New Approach -- Chapter 5 Networks -- The Nature of Networks -- Organization Network Analysis -- Network Roles -- Small World -- Echo Chambers and Double Counting -- Homophily -- Bridging Capital -- Social Capital Benefits -- How Networks Change -- Know Your Networks -- About That Story . . . -- Chapter 6 Hierarchy Versus Networks -- Working Together -- How to Change Existing Networks -- Building Distributed Networks -- Chapter 7 Measurement |
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Is Performance Measurement Necessary? -- Performance Reviews -- Give Attention -- System Measurements: Profit and Loss -- Collaborative P&L -- Individual Goals Versus Shared Goals -- Rewards Linked to Motivation -- Transform Individual Rewards -- Collective Incentives -- Chapter 8 Membership -- In-Group and Out-Group -- Affinity Within Groups Is Amplified by Similarity Within and Competition Between -- Affinity Within Groups Is Amplified by a Shared Sense of Fate -- Jobs Versus Roles -- Roles Versus Social Capital -- But Does Belonging Really Matter in Business? |
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What Does This All Mean for Organization Design? -- Chapter 9 Responsibility -- Accountability, Authority, and Responsibility Defined -- Unleashing Autonomy -- Aligning Decisions with the Hierarchy (Central Accountability) and the Network (Decentral Empowerment) -- Decision Bias -- Getting Decision Rights Right -- Decision Frameworks -- Team Empowerment -- Chapter 10 Teaming -- Teams Versus Teaming -- When Are Groups Wise? -- Boundary Spanning -- Super Chickens -- Big Potential -- Size Matters -- What Does This All Mean for Organization Design? -- Chapter 11 Purpose and Utility -- Purpose |
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Utility -- Primary Axis -- So What Is the Problem? -- A Note on Front and Back Office -- Case in Point -- Leadership, Experience, and Culture -- Transformation Realized -- Chapter 12 Peopletecture for Individuals and Managers -- Communicate and Engage at All Levels -- Co-Create Roles and Relationships -- Support Autonomy Consistent with Your Decision-Making Model -- Know Your Networks to Connect Silos -- Establish and Work Toward (Achievable) Shared Goals Rather Than Individual Performance -- Chapter 13 Where Should You Start? -- Deploy Design Thinking -- A New Way to Design Organizations |
| Notes |
Description based upon print version of record |
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Who Should Be Doing All This Architecting? |
| Subject |
Organizational change.
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Industrial management.
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Employee motivation.
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Psychology, Industrial.
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Employee motivation
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Industrial management
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Organizational change
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Psychology, Industrial
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| Form |
Electronic book
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| ISBN |
139417098X |
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9781394170982 |
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