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.

In this diverse volume new methodologies are introduced, such as the strategic fitness process for engaging leaders in better understanding the reactions of employees to strategic change efforts (Beer); Jazz as a metaphor for organizational improvisation (Bernstein & Barrett); and new theories for understanding change processes (Gomez & Ballard).

Provides a comprehensive look at organization design in hopes of guiding managerial decisions to build more effective organizations. Current and updated instruction on macro organization theory, organization and management theory along with the organizational design are merged into a useful text that is divided into major sections of structure and process. Material on strategy, life cycles, power, culture and information processing have been added in this edition and enhanced with new features bringing the real world organizational design in to support the theory.

* The first book to truly apply the theory, processes, practices, and techniques of project management to strategic planning * New to this edition: risk management, earned value, project recovery, project maturity models, partnering, PM certification, and much more