A unique set of complementary hands-on tools for learning about and applying a deeper and practical theory for diagnosis and design. This edition has been significantly updated and rewritten to make it easier to read.

Organization design is a key feature of management theory and practice. It addresses the challenges of constructing and maintaining effective organizations. Essential to organizational design is the assumption that it can improve organizations. Faced with the ever-accelerating pace of technological change and the restructuring of markets, many firms have been questioning their own organization. This book is the third to emerge from a series of workshops on organization design, featuring new empirical research and theoretical insights. The chapters are organized around four central themes: 1) Towards New Organizational Forms, 2) Dynamics of Adaptation and Change, 3) Theoretical and Practical issues, 4) Fit and Performance. Collectively, the chapters reflect the state of the art of OD as well as provide a further step towards the evolution of this important field of research.

A unique set of complementary hands-on tools for learning about and applying a deeper and practical theory for diagnosis and design. This edition has been significantly updated and rewritten to make it easier to read.

This book outlines the increasing role of organizational design in management theory and practice. The chapters review the main theoretical perspectives of organization design, identify important theoretical and practical issues currently facing the field, and suggest ways for valuable research to be conducted in the future. Coverage includes Theoretical and Practical Issues; Fit, Contingency and Configuration; Design and Performance, and The Dynamics of Adaptation and Change.

A unique set of complementary hands-on tools for learning about and applying a deeper and practical theory for diagnosis and design. This edition has been significantly updated and rewritten to make it easier to read.

* An easy-to-use manual that examines the Baldrige process of organizational assessment and diagnosis. * Gives a visual step-by-step understanding of the relationships within one of the most successful business models. * Updated and expanded to incorporate 2009 and 2010 Baldrige Criteria.

This book helps readers develop a comprehensive understanding of diagnostics for strategic decision-making, with a focus on a method called rapid due diligence. This method presents a compelling solution to the need for effective diagnostics, drawing on academic rigor, critical thinking, systems dynamics, and advanced practicum to enable sound strategic decision-making. Guiding the reader through the six stages of the process from discovery, through analysis, synthesis, and interpretation, Thompsen engages all typical postgraduate disciplines in producing insights for practical application. Drawing on similarities with applied social science research, the rapid due diligence method is supported with scores of techniques, tools, instructions, guidelines, practical advice, and examples. Detailed cases and abbreviated examples of a variety of real strategic situations are provided from organizations operating in North America, Europe, Asia, India, and Australia. Ideal for graduate students, organizational leaders, and decision makers, this book is designed to invite deeper understanding and practical application of a strategic diagnostic process that discovers insights for achieving positive results.

This volume shows how to mitigate attacks on organizational decision-making and predict the impact of attacks on robustness, quality, and timeliness of an organization. Moreover, this book explains how to manage, in real time, the processes of attacking enemy organizations or defending friendly ones. By integrating artificial intelligence, game theory, control theory, management science, organizational science, and cognitive modeling, this resource helps professionals rethink the relations between organization, warfare, and information.