Organization Design looks at how you need to change the ways your organization does things in order to increase productivity, performance, and profit. Providing the knowledge and method to handle the kind of recurring organisational change that all businesses face, those which do not involve transforming the entire enterprise but which necessitate significant change at the business unit, divisional, functional, facility or local levels. The problem lies in knowing what needs to change and how to change it. Taking the organisation as a designed system, it describes four major elements of organizations: the work - the basic tasks to be done by the organisation and its parts, the people - characteristics of individuals in the organization, formal organization - structures eg the organisation hierarchy, processes, and methods that are formally created to get individuals to perform tasks, informal organization - emerging arrangements including variations to the norm, processes, and relationships, commonly described as the culture or 'the way we do things round here'. The way these four elements relate, combine and interact affects productivity, performance and profit. Most books on this subject target a wide management audience rather than HR, this is specifically written for HR practitioners and line managers working together to achieve the goal. It clarifies why and how organisations need to be in a state of readiness to design or redesign and emphasises that people as well as business processes must be part of design considerations.
- Demonstrates how HR practitioners can work across the organization to change the shape and structure in order to improve performance
- Provides tools and techniques that HR professionals need to fulfil their emerging role as business partners
- A well-structured approach which provides a tested framework adaptable to a variety of organizational situations
HR Practitioners, Line Managers, internal & external HR consultants. Secondary academic: MBA/Postgraduate courses
Introduction; The book; what it does and how it does it; The roles of the players: HR consultant, line manager, other stakeholders (including sponsor, interface departments): The journey: overview map - high (macro) level and overview map -more detail (micro) level; Phase 1 - Preparing for Change: the Diagnosis; Why change?; What are the options? How do we know we're making the right choice?; First stage proposal; Phase 2 - Choosing to re-design: Scoping Phase and Contracting; What have we let ourselves in for?; How do we determine the scope and boundary of the work?; Where do we go from here?; Second stage proposal, consultant and client reviews; Phase 3 - Creating the high level (macro) design and the detailed (micro) design; How do we get started?; What do we do next?; When have we completed the design'Assignment progress reports; Phase - 4 Handling the transition; What are the people implications?; Why are we getting bogged down?; How do we keep things going?; Assignment progress reports; Phase 5 - Reviewing the design; Why should we review?; How should we go about it?; What do we do as a result of it?; Consultant and client reviews; Checklists - What works well; What pairs work; Characteristics of success/failure in organisation design; Scope; Change skills; Completing the design; Implementation; Information Sheets and Toolkit Items - How to structure and write a purpose statement and objectives for your Department; Senior manager away day; Job description - OD project manager; Manager away day; Strategies for meeting the challenge of not enough time; Elements of a project plan; Ten principles of good design; Alignment diagnosis; Personal transition; Taking an audit; Ability to Change and Transform; Barriers; Capacity to Act; Choosing an Effective Design; Choosing Structures; Communication Strategy Guidelines; Communication; Example Template; Consultancy Approach; Decision Making; Effective Leaders; The Five Paths Of Development; Force-Field Analysis; Gui
- No. of pages:
- © Butterworth-Heinemann 2005
- 6th November 2004
- Paperback ISBN:
Currently consulting in the US. Previously Head of Organisational Development at Marks and Spencer, in this role she was responsible for HR innovation, HR strategy, and assessing workforce capability. She joined in December 2001 from British Airways where she had been an internal consultant specialising in organisation design and development. This followed an earlier career in graduate and post-graduate level business education specialising in management learning, change management and strategic human resource management. Affiliations include Member of the Institute of Management Consultancy, Fellow of CIPD. She has various vocational and professional qualifications including Masters’ degrees in Education and in Human Resource Development and a PhD from Warwick University Business School.
Consultant with SiloSmashers based in USA, Member of the Institute of Management Consultancy and Fellow of CIPD (Chartered Institute of Personel & Development, UK)
“Naomi Stanford has produced the consummate guidebook for human resource professionals who are charged with shepherding a complex organization design project through to completion. It is full of useful tools to help manage the tricky but often overlooked ‘softer’ aspects of organization change programs, such as communication plans, expectation management and rallying important stakeholders.”
Jay R. Galbraith, Senior Research Scientist, Center for Effective Organizations, Marshall School of Business, University of Southern California
Organization Design provides a highly informative and practical road map for HR professionals and line managers confronting the challenge of organization redesign, particularly at the business unit and divisional levels.
Jim Shillady, Partner with Kiddy and Partners, leads the UK Organization Design Group.
'Naomi Stanford provides a fantastically rich source of ideas, tools and tips for managers, HR and OD practitioners and consultants alike. Grounded in real experiences of managing organisation design projects, she skilfully leads you through the often highly charged and complex issues involved - keeping your focus on the needs of the business when others are losing theirs! A valuable resource for anyone with responsibility for managing organisational change projects.'
Karen Giles, Organisational Change Manager, Energis. Formerly, Specialist Adviser, Organisation and Development at the Chartered Institute of Personnel and Development.
"...comprehensive and detailed . . . . The author provides academic references, useful tools to employ during each phase of OD, a checklist to enable the reader to self-assess their skills and understanding before moving on, a list of the key dos and don'ts, and finally a summary of the key points."
- Personnel Today