Research and Insights from the Center for Effective Organizations
Susan Albers Mohrman & A.B. (Rami) Shani, Editors
(Emerald Group Publishing Limited, 2011) A large literature has been generated about sustainability, and many organizations, governments, communities and citizens have focused on it. This first volume of the Emerald series Organizing for Sustainable Effectiveness learns from some of the pioneers articulating these challenges and organizing to address them.
Chris Worley and Sue Mohrman talk about Models and Choices for Shared Functions and Services. They provide models and company examples of how to design shared functions, services and Centers of Excellence.
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Chris Worley and Sue Mohrman highlighted the characteristics of more advanced models of continuous change and transformation suitable in today’s complex and dynamic environments. They noted that many organizations faced with overlapping cycles of changes that may or may not be nicely integrated in a neat and tidy model and that cannot be fully aligned, and also that an organization’s resilience is based on creating and preserving diversity in talent, strategies, and systems.
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Susan Albers Mohrman (CEO) explains that traditional management research has advocated arms‐length, systematic studies that treat organizations and the people in them as subjects.
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Different jobs and businesses require professionals with different skills. Michael Gibbs, Clinical Professor of Economics at the University of Chicago Booth School of Business, and Alec Levenson, Research Scientist at the USC, explain the advantages and disadvantages of two opposite, yet complementary, approaches used to design employee jobs.
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In this paper Jay R. Galbraith argues that multi-dimensional organizations like Procter & Gamble’s Four Pillars structure are a new form of organization.
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Jay Galbraith spoke on April 9, 2010 about Designing the Enterprise Organization. Clearly some interesting changes are underway in the design of the enterprise organization, and this session will show what is driving those changes and how companies are adapting to them.”
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This article by Christopher G. Worley (CEO) and Edward E. Lawler III (CEO) describes one comprehensive agility framework called “built to change” and the diagnostic process developed to assess an organization’s agility.
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In this chapter Alec R. Levenson (CEO), Michael Gibbs, and Cindy Zoghi study job design. Do organizations plan precisely how the job is to be done ex ante, or ask workers to determine the process as they go?
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Jay addresses the design of successful matrix organizations. He features the Star Model as a guide to design. He emphasizes the point that designing a successful matrix is less about structure and more about designing management processes, creating joint goals, managing conflict, clarifying roles and responsibilities and creating strong management teams; ends with HR practices, reward systems and selection criteria to complete the Star Model.
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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.
This handbook edited by A. B. Shani, S. A. Mohrman, W. A. Pasmore, B. Stymne, & N. Adler. (SAGE Publications, 2008) provides the latest thinking, methodologies and cases in the rapidly growing area of collaborative management research.