Designing Matrix Organizations That Actually Work: How IBM， Procter & Gamble， And Others Design For Success矩阵组织运转设计：如何像IBM与宝洁公司那样成功运作
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作者： Jay R. Galbraith著
出 版 社：
出版时间： 2008-11-1字数：版次： 1页数： 255印刷时间： 2008/11/01开本： 大32开印次： 1纸张： 胶版纸I S B N ： 9780470316313包装： 精装内容简介
Organization structures do not fail, says Jay Galbraith, but management fails at implementing them correctly. This is why, he explains, the idea that the matrix does not work still exists today, even among people who should know better. But the matrix has become a necessary form of organization in today's business environment. Companies now know that if they have multiple product lines, do business in multiple countries, and serve many customer segments through a variety of channels, there is no way they can avoid some kind of a matrix structure—and the question most are asking is "How do we learn how to operate the matrix effectively?" In Designing Matrix Organizations That Actually Work, Galbraith answers this and other questions as he shows how to make a matrix work effectively.
Drawing on his forty years of experience in studying and consulting with matrix organizations, Galbraith first defines what they are, tells why they are chosen, and explains why there have been failures. He provides for a complete design of the matrix organization using his Star Model, a tested framework that aligns changes in structure, processes, rewards, and people practices. The Star Model consists of policies that leaders can control and that can affect employee behavior. It shows that managers can influence performance and culture—but only by acting through the design policies that affect behavior. In order to make a matrix work, the author reveals, good relations between departments are needed, planning processes are necessary to get aligned goals, the aligned goals must go into the reward system, and people who are matrix savvy must be selected and developed. Using examples from IBM, Nokia, Procter & Gamble, and other successful corporations, he clearly illustrates the planning processes, reward systems, and human resources practices of successful implementers of the matrix.
目录
Preface
Introduction: Matrix Organizations: What Are They?
Where Did They Come From?
What Is a Matrix?
What Are the Origins of the Matrix?
What Happened?
The Star Model
Implications of the Star Model
Part One: Simple Matrix Orqanizations
1. Simple Matrix Structures
Two-Dimensional Structures
Pharmaceutical R&D Lab Example
Summary
2. The Two-Hat Model
What Is the Two-Hat Model?
Examples of Two-Hat Structures
Summary
3.The Baton Pass Model
The Consumer Goods Model
The Pharmaceutical Model
Summary
4.The Matrix Within a Matrix
Design Challenges of the Matrix Within a Matrix
Matrix Within a Matrix at the Corpora feLeVel
Mars Pet Food Example
Summary
5. Balancing Power and Defining Roles
Designing Power Bases
Roles and Responsibilities
Summary
Part Two: Complex Matrix Structures
6. The Three-Dimensional Matrix
International Strategy
The Geography-Dominant Matrix
The Balanced Matrix
The Business-Dominant Matrix
Differentiated Structures
Other Three-Dimensional Models
Summary
7. More Complex Matrix Structures
Global Account Teams
The Front-Back Hybrid Model
Summary
8. The IBM Structure
The IBM Front-Back Hybrid
More Complexity?
Summary
Part Three: Completinq the Star Model
9. Communication in the Matrix
Informal Communication
Formal Communication
Summary
10. Planning and Coordination Processes
Goal Alignment, Dispute Resolution, andCoordination Mechanisms
Summary
……
References
About the Author
Index
