Designing organizations to create value : from structure to strategy / James A. Brickley, Clifford W. Smith, Jr., Jerold L. Zimmerman, with Janice Willett

• Machine generated contents note: 1. Organizational Architecture: The Three-Legged Stool Design Flaws -- Organizational Architecture -- A Question of Balance -- Economic Darwinism: Survival of the Fittest -- Benchmarking -- Our Approach to Organizations -- 2. Maximizing Shareholer Value: Crafting a Strategy to Create and Capture Value -- Changing Organizatiotal Architecture to Create Value -- Shareholder Value -- Why Successful Managers Care about Shareholder Value -- Creating and Capturing Value -- How to Create Value -- Can Firms Capture the Value They Create? -- Strategy -- Architectural Considerations -- Can All Firms Create and Capture Value? -- 3. Knowledge and Incentives in Organizations -- Unlocking Knowledge within Organizations -- Converting Organizational Knowledge into Value -- Incentives within Organizations -- Alternative Models of Behavior -- Which Model Should Managers Use? -- 4. The First Leg: Decision Authority, the Level of Empowerment, -- and Centralization versus Decentralization -- From Centralization to Decentralization and Back -- Assigning Tasks and Decision Authority -- Centralization versus Decentralization -- Lateral Decision Authority -- Assigning Decision Authority to Teams -- Decision Management and Control -- Influence Costs -- 5. Decision Authority II: Bundliug Tasks into Jobs and Jobs into Business Units -- Reconfiguring Jobs to Boost Productivity -- Specialized versus Brod Task Assignment -- Forming Business Units: Function versus Product or Geography -- Operating Environment, Strategy, and Architecture -- Matrix Organizations -- Recent Trends in Assignment of Decision Authority -- 6. The Second Leg: Performance Evaluation -- Performance Evaluation That Works -- The Contribution to Value -- Setting Performance Benchmarks -- Measurement Costs -- Relative Performance Evaluation -- Subjective Performance Evaluation -- Combining Objective and Subjective Performance Measures -- Team Performance -- Government Regulation -- 7. Divisional Performance Measurement -- Performance Measures Matter -- Measuring Divisional Performance -- Transfer Pricing -- Interal Accounting and Performance Measurement -- 8. The Third Leg: Compensation -- Compensation Structure Matters -- Human Capital and the Level of Pay -- Internal Labor Markets -- Career Paths and Lifetime Pay -- The Mix of Salary and Fringe Benefits -- 9. Incentive Comlpensation -- Not All Incentive Plans Work -- Forms of Incentive Pay -- The Benefits of Incentive Pay -- Reinforcing Strategic Objectives -- Incentives from Ownership -- Optimal Risk Sharing -- Effective Incentive Contracts -- Group Incentive Pay -- An Application: Telecommuting -- Do Incentives Work? -- 10. Leadership: Initiating, Motivating, and Managing Change -- Leading the Vision -- Leadership and Decision Making -- Managing the Process of Change -- Organizational Power -- The Use of Symbols -- Ethics and Organizational Architecture -- 11. The Process of Management Innovation -- Management Innovations -- The Risk of TQM and Other Innovations -- Why Management Innovations Often Fail -- Failure to Consider Other Legs of the Stool -- Managing Changes in Architecture -- Organizational Change Checklist. 

• Provides management information on coordinating a company's decision-making authority, performance evaluation, and compensation allowing a company to run more efficiently 

Ämnesord

Industrial organization  (LCSH)

Strategic planning  (LCSH)

Klassifikation

HD31 (LCC)

658.4/02 (DDC)

Qbaa (kssb/8)