Chapter from: "Levers of Organization Design: How Managers Use Accountability Systems for Greater Performance and Commitment"
Published by:
Harvard Business Publishing
Length: 18 pages
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Abstract
To be fully effective, all managers must understand the implications of the organization design choices on their business units. This chapter makes the case for the development of a new theory of organization design by reviewing the tensions that today's managers must navigate to succeed in designing or redesigning organizations for enduring performance. This product can be used with the free Job Design Optimization Tool (JDOT), available at: hbsp.harvard.edu/jdot . This chapter is excerpted from ‘Levers of Organization Design: How Managers Use Accountability Systems for Greater Performance and Commitment'.
Chapter from: "Levers of Organization Design: How Managers Use Accountability Systems for Greater Performance and Commitment"
Published by:
Harvard Business Publishing
Length: 18 pages
About
Abstract
To be fully effective, all managers must understand the implications of the organization design choices on their business units. This chapter makes the case for the development of a new theory of organization design by reviewing the tensions that today's managers must navigate to succeed in designing or redesigning organizations for enduring performance. This product can be used with the free Job Design Optimization Tool (JDOT), available at: hbsp.harvard.edu/jdot . This chapter is excerpted from ‘Levers of Organization Design: How Managers Use Accountability Systems for Greater Performance and Commitment'.
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Chapter from: "Levers of Organization Design: How Managers Use Accountability Systems for Greater Performance and Commitment"
Published by:
Harvard Business Publishing
Length: 18 pages