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E-Book

Strategy, Organization and Performance Management: From Basics to Best Practices

AutorSoeren Dressler
VerlagUniversal Publishers
Erscheinungsjahr2004
Seitenanzahl335 Seiten
ISBN9781581125320
FormatPDF
KopierschutzDRM
GerätePC/MAC/eReader/Tablet
Preis14,95 EUR

Designing effective organizations is a key challenge for companies in particular in the fast-moving business world of today. The late 1990s and early 2000s have seen multiple Organization Management innovations applied successfully such as Business Process Outsourcing, Shared Services and Offshoring. Advanced techniques such as Balanced Scorecards and integrated Planning Systems have become effective enablers for strategy execution.

This book spans a framework from strategy definition and designing strategy-compliant organizations to monitoring effective implementation and Performance Management. On this journey basic principles of Organization Management are discussed in detail and at the same time state-of-the-art Best Practices are highlighted.

A set of to-the-point case studies demonstrate how leading-edge companies make effective use of the concepts discussed. The approach of the book is of great use for both: students underway to become Organization Management practioners and experienced business experts in search of the latest thinking and tools to enhance Organizational Effectiveness - and everybody in between.

The Author

Soeren Dressler is a Principal with A.T. Kearney's Global Technology and Transformation Practice and based in Chicago. He leads A.T. Kearney's Service Offering for Finance and Accounting and focuses his consulting work on Corporate Restructuring, Business Process Outsourcing, Shared Services and Offshoring. Since the summer of 2002 he is Adjunct Professor of Strategy and Organization at Loyola University Chicago Graduate School of Business. He teaches the MBA capstone course. Organization and Strategy. and holds further teaching assignments at the DePaul University of Chicago Kellstadt Graduate School of Business where he co-teaches an Executive MBA course on Global Best Practices and Benchmarking.

Prior to his career with A.T. Kearney, he was with Arthur Andersen Business Consulting, and before joining the consulting industry, Soeren Dressler was with Daimler Benz InterServices.

Most of his academic career has taken place at the University of Technology, Dresden, Germany, where he has been teaching graduate level classes in Strategic Management, Organization Management, and Management Accounting.

Soeren Dressler holds a PhD in Organizational Design from the University of Technology, Dresden and a Diploma in Business from the Otto-Friedrich University, Bamberg, Germany.   

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Horizontale Tabs

Kapitelübersicht
  1. Table of Contents, Preface and Index
  2. The Challenge of Organization Management : 1 Organizations, Teams, and Individuals make the Difference
  3. The Challenge of Organization Management : 2 Optimizing Value Chains
  4. The Challenge of Organization Management : 3 Economic Downturns and their Implications
  5. Strategic Direction Setting: Organizational Context: 4 The Framework of Organizational Effectiveness
  6. Strategic Direction Setting: Organizational Context: 5 Purpose, Mission, Goals and Values
  7. Strategic Direction Setting: Organizational Context: 6 Organizational Culture, Strategic Capabilities and Fairness
  8. Strategic Direction Setting: Organizational Context: 7 Organizational Flexibility
  9. Strategic Alignment: Key Design & Delivery Elements: 8 Basic Organizational Structures
  10. Strategic Alignment: Key Design & Delivery Elements: 9 Complex Organizational Structures
  11. Strategic Alignment: Key Design & Delivery Elements: 10 International Structures
  12. Strategic Alignment: Key Design & Delivery Elements: 11 Corporate Structures and Partnerships
  13. Strategic Alignment: Key Design & Delivery Elements: 12 Emerging Structures: Shared Services, Offshoring and Business Process Outsourcing
  14. Strategic Alignment: Key Design & Delivery Elements: 13 Core Processes
  15. Strategic Alignment: Key Design & Delivery Elements: 14 Subprocesses
  16. Strategic Alignment: Key Design & Delivery Elements: 15 Decision-Making Capabilities and RACI Matrix
  17. Strategic Alignment: Key Design & Delivery Elements: 16 Information Technology
  18. Strategic Alignment: Key Design & Delivery Elements: 17 Team and Individual Capabilities
  19. Strategic Control: Performance Management and Target Setting: 18 Balanced Scorecard
  20. Strategic Control: Performance Management and Target Setting: 19 Value-Added Performance Measurement Systems
  21. Strategic Control: Performance Management and Target Setting: 20 Integrated Strategic Measures (ISM)
  22. Strategic Control: Performance Management and Target Setting: 21 Best Practices in Reporting
  23. Strategic Control: Performance Management and Target Setting: 22 Planning and Target Setting
  24. Strategic Control: Performance Management and Target Setting: 23 Benchmarks and Best Practices
  25. Case Studies for Designing Effective Organizations: 24 More Entrepreneurship through Organizational Design - The North American Railroad Case
  26. Case Studies for Designing Effective Organizations: 25 Streamlining Corporate Functions to survive - The Telecommunication Supplier Case
  27. Case Studies for Designing Effective Organizations: 26 Process acceleration and streamlining through a new "Sense of Urgency" - The Automotive Case
  28. Case Studies for Designing Effective Organizations: 27 Mastering the Planning Challenge
  29. Case Studies for Designing Effective Organizations: 28 Effective strategy execution through Integrated Strategic Measures - The German Gearbox and Transmission Manufacturer Case
Leseprobe

4 The Framework of Organizational Effectiveness (P. 55-56)

It appears to be impossible to develop one common framework or concept that describes organizations as objective phenomena. Organizations are constructs and not concepts. That means they cannot be described as clearly as tangible concepts and, therefore, are a kind of mental abstraction that needs interpretation.3 Along with other constructs such as leadership, motivation, and knowledge management, there is no absolute right or wrong, true or false, or dos and don.ts in organization management.

However, Organizational Effectiveness has driven companies to top performance, but there is no concept to determine the state of effectiveness upfront. It relies on the capacity to connect achieved performance with existing organizational patterns and to predict how these patterns will work for a company and its specific challenges in the future. This gap will be closed by a holistic and integrating approach to Organizational Effectiveness. Business today has radically changed its face compared to the mid-1980s . There are numerous trends that require a more proactive management of organizations:

• Plurality of management paradigms - There is no one single, successful management paradigm unilaterally applied across the business world.

• Globalization - Literally most industries and their major players are operating on a global basis.

• Digitization - Business interactions today are vastly supported by modern, digitized technologies.

• Flexibility - Organizations. paradigms have to enable flexibility in a business world that is far more uncertain than decades ago.

• Shorter Planning Horizons - Product life cycles are getting shorter and business models are mostly built on radically reduced break-even periods.

• Stakeholder - The shareholder has emerged as a dominating stakeholder group; companies today are scrutinized with regard to their corporate citizenship role and attractiveness as employers.

Since social and business sciences have not provided a comprehensive definition of Organizational Effectiveness, as of today there is a need to outline a comprehensive, integrated, and holistic approach. The framework of Organizational Effectiveness here is built around five categories:

• Organizational Context
• Corporate and Business Unit Structure
• Organizational Infrastructure
• Team and Individual Capabilities
• Performance Measurement and Target Setting

Each category covers a certain perspective of organization management and they are all interrelated. The Organizational Context describes the backbone of the business activities.

Inhaltsverzeichnis
Table of Contents7
Preface10
Index12
About the Author16
The Challenge of Organization Management17
1 Organizations, Teams, and Individuals make the Difference18
2 Optimizing Value Chains31
3 Economic Downturns and their Implications38
Strategic Direction Setting: Organizational Context55
4 The Framework of Organizational Effectiveness56
5 Purpose, Mission, Goals and Values64
6 Organizational Culture, Strategic Capabilities and Fairness67
7 Organizational Flexibility73
Strategic Alignment: Key Design & Delivery Elements83
8 Basic Organizational Structures92
9 Complex Organizational Structures105
10 International Structures118
11 Corporate Structures and Partnerships130
12 Emerging Structures: Shared Services, Offshoring and Business Process Outsourcing138
13 Core Processes175
14 Subprocesses182
15 Decision-Making Capabilities and RACI Matrix191
16 Information Technology202
17 Team and Individual Capabilities210
Strategic Control: Performance Management and Target Setting231
18 Balanced Scorecard234
19 Value-Added Performance Measurement Systems244
20 Integrated Strategic Measures (ISM)253
21 Best Practices in Reporting265
22 Planning and Target Setting271
23 Benchmarks and Best Practices286
Case Studies for Designing Effective Organizations293
24 More Entrepreneurship through Organizational Design - The North American Railroad Case296
25 Streamlining Corporate Functions to survive - The Telecommunication Supplier Case306
26 Process acceleration and streamlining through a new "Sense of Urgency" - The Automotive Case314
27 Mastering the Planning Challenge319
28 Effective strategy execution through Integrated Strategic Measures - The German Gearbox and Transmission Manufacturer Case328

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