This comprehensive collection of cases and exercises allows students to practice organization development (OD) skills at the same time as learning about theories of organizational change and human behavior. The first part of the book presents cases about the OD process, and the second part includes cases in organization-wide, team, and individual interventions. The final part provides practical exercises that make the course material come alive through realistic scenarios that organizational change practitioners regularly experience.
This book can be used as a stand-alone text or as an accompaniment to Donald L. Anderson's textbook Organization Development: The Process of Leading Organizational Change, Second Edition (ISBN 978-1-4129-8774-5).
Exercise 15: Designing and Redesigning Organizations
Jay Galbraith, a leading author in the field, defines organization design as “a decision process to bring about a coherence between the goals or purposes for which the organization exists, the patterns of division of labor and interunit coordination and the people who will do the work” (1977, p. 5). Many people confuse organization design with organizational structure, or the boxes and pictures drawn in organizational charts. Design, however, reflects broader concerns. Galbraith defines design as having five components, which he refers to as the STAR model (see Galbraith, 2002; Galbraith, Downey, & Kates, 2002).
- Strategy: The organization's direction and long-term vision
- Structure: Roles, responsibilities, and relationships among functions
- Processes and Lateral Capability: Decision-making processes, integrative roles, and cross-functional collaboration mechanisms
- Reward ...