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Levers of organization design : how managers use accountability systems for greater performance and commitment / Robert Simons.

Simons, Robert. (Author).
Book Book

Copies

Location: Fennell STACKS HD58.7 .S58 2005
Barcode: 30731101226045
Status: Available

Record details

  • ISBN: 1591392837
  • ISBN: 9781591392835
  • Physical Description: xi, 290 pages : illustrations ; 24 cm
  • Publisher: Boston, Mass. : Harvard Business School Press, ©2005.

Content descriptions

Bibliography, etc. Note:
Includes bibliographical references (pages 271-275) and index.
Formatted Contents Note:
Tensions of organization design -- Aligning span of attention -- Unit structure -- Diagnostic control systems -- Interactive networks -- Shared responsibilities -- Adjusting the levers : three examples -- Designing organizations for performance.
Summary, etc.:
Annotation 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 organization design-unit configuration, diagnostic control systems, interactive networks, and responsibility to others-that leaders can manipulate to vastly improve overall organizational efficiency and effectiveness. For anyone accountable for measuring and managing performance, this book shows how good design can become an organization's roadmap to success.
Annotation.
Subject: Organizational behavior.
Organizational change.
Organization.
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05000. ‡aHD58.7 ‡b.S5824 2005
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1001 . ‡aSimons, Robert.
24510. ‡aLevers of organization design : ‡bhow managers use accountability systems for greater performance and commitment / ‡cRobert Simons.
260 . ‡aBoston, Mass. : ‡bHarvard Business School Press, ‡c©2005.
300 . ‡axi, 290 pages : ‡billustrations ; ‡c24 cm
336 . ‡atext ‡btxt ‡2rdacontent
337 . ‡aunmediated ‡bn ‡2rdamedia
338 . ‡avolume ‡bnc ‡2rdacarrier
504 . ‡aIncludes bibliographical references (pages 271-275) and index.
5050 . ‡aTensions of organization design -- Aligning span of attention -- Unit structure -- Diagnostic control systems -- Interactive networks -- Shared responsibilities -- Adjusting the levers : three examples -- Designing organizations for performance.
5208 . ‡aAnnotation ‡bTHE 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 organization design-unit configuration, diagnostic control systems, interactive networks, and responsibility to others-that leaders can manipulate to vastly improve overall organizational efficiency and effectiveness. For anyone accountable for measuring and managing performance, this book shows how good design can become an organization's roadmap to success.
5208 . ‡aAnnotation.
650 0. ‡aOrganizational behavior.
650 0. ‡aOrganizational change.
650 0. ‡aOrganization.
994 . ‡aC0 ‡bM7O
995 . ‡aMT received as donation, August 2019.
905 . ‡u000774302
901 . ‡aocm58386337 ‡bOCoLC ‡c65373 ‡tbiblio ‡soclc
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