This book investigates the functioning of contemporary matrix organizations based on a case study of a German leading commercial vehicle manufacturer. It creates a framework for research of matrix organizations and demonstrates empirically how a contemporary MNC can promote lateral coordination through the use of a matrix organization. The significant issues of decision-making and conflict in matrix structures, as well as the role of organizational cultures is analysed. The importance of boundary spanning as well as the boundary spanning skills needed and developed by a matrix organization have been identified. This work brings significant empirical understanding of matrix organizations thanks to a rich research field combined with a novel framework for analysis of matrix organizations.

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.

Gives individuals and managers working in the matrix the tools to take control of their own goals and support others

Asking tough questions about the current state of project management, The 12 Pillars of Project Excellence: A Lean Approach to Improving Project Results provides groundbreaking techniques to achieve excellence in project leadership that can result in six sigma type results or failure-free projects. It unveils novel solutions and breakthrough concep

This book describes the use of matrix structures in large, complex organizations such as MNCs. Using an information-processing perspective of organization design, it develops a more comprehensive theory for fitting the structural configurations of matrix structures to key characteristics of firm strategy. Empirical research by the authors supports this theoretical framework. In addition to structural configuration, Understanding Matrix Structures identifies and develops the mode of decision making within a matrix as an important second dimension of matrix structure design. It can be either balanced (joint) decision making by the two dimensions of a matrix or rule-based decision making, where rules pre-assign certain decisions to one dimension or the other for unitary decision making. Recent exploratory research by the authors supports this conceptual framework and provides the potential to create a more flexible matrix structure- one that facilitates a more ambidextrous organization.

- vorgestellt werden die modernsten Managementkonzepte, Hilfsmittel und Methoden, die auch in technologieintensiven Unternehmensbereichen einwandfrei funktionieren - Schwerpunkte liegen auf Prozeßintegration, Managementwerkzeugen und Personalentwicklung

Nonprofits and the social sectors are taking on an increasing share of the world's most vital work. Make sure your organization is ready for the challenge. If you read nothing else on nonprofits and the social sectors, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you align your organization's mission and strategy, deliver immediate impact, and create lasting change. This book will inspire you to: Choose the right problem to solve Understand when the best practices of for-profits don't apply Assemble an engaged and goal-driven board of directors Make the most of for-profit initiatives and corporate partnerships Drive demand, scale up, and be ready to change course Learn from the success stories of the world's most respected nonprofit leaders This collection of articles includes "Lofty Missions, Down-to-Earth Plans," by V. Kasturi Rangan; "What Business Can Learn from Nonprofits," by Peter F. Drucker; "Life's Work: An Interview with Desmond Tutu"; "Are You Solving the Right Problem?" by Dwayne Spradlin; "Life's Work: An Interview with George Mitchell"; "Enterprising Nonprofits," by J. Gregory Dees; "Life's Work: An Interview with Wynton Marsalis"; "State Street's CEO on Creating Employment for At-Risk Youths," by Joseph Hooley; "Life's Work: An Interview with Salman Khan"; "Do Better at Doing Good," by V. Kasturi Rangan, Sohel Karim, and Sheryl K. Sandberg; "AEI's President on Measuring the Impact of Ideas," by Arthur C. Brooks; "Life's Work: An Interview with Michelle Bachelet"; "The New Work of the Nonprofit Board," by Barbara E. Taylor, Richard P. Chait, and Thomas P. Holland; "Life's Work: An Interview with Bill T. Jones"; "Reaching the World's Poorest Consumers," by Muhammad Yunus, Frederic Dalsace, David Menasce, and Benedicte Faivre-Tavignot; "Life's Work: An Interview with Muhammad Yunus"; and "Audacious Philanthropy: Lessons from 15 World-Changing Initiatives," by Susan Wolf Ditkoff and Abe Grindle.

Principles and Practices of Management introduces students to the fundamentals of management through a balanced blend of theory and practice. Highlighting the management practices of successful Indian and foreign companies, the opening vignettes and cases in the chapters depict real-world situations and problems managers face in their professional life. In addition to the concepts, the book also delves into the various academic perspectives that have evolved over time to provide the readers an integrated view of different approaches to management. Each chapter consists of various pedagogical features like Managerial Insights, Management Insights—A Revisit, Exhibits, Case Studies and relevant content on management theory. KEY FEATURES • Managerial Insight: Every chapter starts with the feature Managerial Insight focusing on a real-life situations and managerial issues involved in various Indian companies. • Managerial Insight: A Revisit: Management Insight: A Revisit marks the closing of the same case discussed in the Managerial Insight and is presented at the end of main text. There are a set of questions related to the key aspects of the case. • Exhibits: There are over a 50 exhibits illustrating cases of various Indian enterprises with a focus on the areas including entrepreneurial/managerial challenges, global business Implications, ethical and social considerations. • Exercises and Questions: Each chapter has various questions, which provide a fairly comprehensive coverage of the major points and topics contained in the text. • Case Studies: Each chapter closes with an exercise in the form of a Case Study with relevant questions

Effective software teams are essential for any organization to deliver value continuously and sustainably. But how do you build the best team organization for your specific goals, culture, and needs? Team Topologies is a practical, step-by-step, adaptive model for organizational design and team interaction based on four fundamental team types and three team interaction patterns. It is a model that treats teams as the fundamental means of delivery, where team structures and communication pathways are able to evolve with technological and organizational maturity. In Team Topologies, IT consultants Matthew Skelton and Manuel Pais share secrets of successful team patterns and interactions to help readers choose and evolve the right team patterns for their organization, making sure to keep the software healthy and optimize value streams. Team Topologies is a major step forward in organizational design for software, presenting a well-defined way for teams to interact and interrelate that helps make the resulting software architecture clearer and more sustainable, turning inter-team problems into valuable signals for the self-steering organization.