Organisation Design for UBER times : Structuring organisations in times of radical change.

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Bibliographic Details
Main Author:	Bussin, Dr Mark
Format:	eBook
Language:	English
Published:	Randburg : KR Publishing, 2017.
Subjects:	Industrial organization. Management. Business enterprises > Technological innovations. management. BUSINESS & ECONOMICS > Industrial Management. BUSINESS & ECONOMICS > Management. BUSINESS & ECONOMICS > Management Science. BUSINESS & ECONOMICS > Organizational Behavior. Business enterprises > Technological innovations Industrial organization Management
Online Access:	Click for online access

Table of Contents:

COVER
TITLE PAGE
ENDORSEMENTS
COPYRIGHT PAGE
TITLE PAGE TWO
ACKNOWLEDGEMENTS
TABLE OF CONTENTS
FOREWORD
ABOUT THE AUTHOR
LIST OF CONTRIBUTORS
OVERVIEW AND CONTEXT
CHAPTER 1: GLOBAL CHANGES AND UBER TIMES AHEAD
1.1 INTRODUCTION
1.1.1 The Fourth Industrial Revolution
1.2 SOME GLOBAL TRENDS
1.2.1 Cyber insecurity
1.2.2 The changing nature of power relationships
1.2.3 Global economic weakness
1.2.4 Emergence of a global middle class
1.2.5 The continued growth of the collaborative economy
1.2.6 Increasing income disparity
1.2.7 Values will drive new generations
1.3 SOME GLOBAL RISKS
1.4 SOME IMPLICATIONS OF GLOBAL TRENDS AND RISKS
1.5 PRACTICAL CONSIDERATIONS
1.6 ORGANISATION DESIGN APPLICATION
1.7 CONCLUSION
CHAPTER 2: MACHINES, ROBOTS AND ARTIFICIAL INTELLIGENCE
2.1 INTRODUCTION
2.1.1 Artificial Intelligence
2.2 MORE AUTOMATION INFORMATION
2.2.1 The consequence of automation
2.2.2 Advantages of automation
2.3 HOW TO PREDICT WHICH JOBS ARE SAFE FROM AUTOMATION
2.4 LOOKING ON THE BRIGHT SIDE
2.5 CONCLUSION
CHAPTER 3: ORGANISATION DESIGN VERSUS ORGANISATION DEVELOPMENT
THE LINK
3.1 INTRODUCTION
3.2 ORGANISATIONAL DESIGN AND ORGANISATIONAL DEVELOPMENT
3.2.1 Organisational development
3.2.2 The difference between organisational design and development
3.2.3 The difference between organisational development and organisational design
does it matter
3.3 ORGANISATIONAL DEVELOPMENT
3.3.1 History and origin
3.3.2 The components of organisational development
3.3.3 Culture
A link between organisational design and organisational development
3.3.4 Self-evaluation questions
3.4 SUMMARY
CHAPTER 4: ORGANISATION STRATEGY AND ANTICIPATING THE FUTURE
IT ALL STARTS HERE
4.1 INTRODUCTION
4.2 ALL ABOUT STRATEGY.
4.2.1 The meaning of strategy
4.2.2 Vision and mission
4.2.3 Business and functional objectives
4.2.4 Considerations
4.2.5 Grand strategies
4.2.6 Types of strategy
4.3 ORGANISATION STRATEGY- KNOW WHERE YOU CURRENTLY STAND
4.3.1 Competitive strategy
4.3.2 Market positioning
4.3.3 Business life cycle
4.4 BUSINESS MODEL GENERATION TO STAY AHEAD OF THE TIMES
4.4.1 Design tomorrow's enterprises
4.4.2 Constructing a business model
4.4.3 Nine building blocks
4.4.4 Finding the patterns
4.4.5 Catalysts, controls and constraints
4.4.6 Reviewing and rebuilding business models
4.5 HOW TO STAY RELEVANT WHEN THE WORLD IS CHANGING
4.5.1 What you have always done isn't working anymore
4.5.2 Business Model 101: creating, delivering and capturing value
4.5.3 Why companies fail at business model innovation
4.5.4 Business model innovation is a team sport
4.5.5 Leave safe silos
4.5.6 Challenge your existing models
4.5.7 Set the context
4.5.8 Testing business models
CHAPTER 5: STRUCTURE FOLLOWS STRATEGY
5.1 WHAT IS THE RELATIONSHIP BETWEEN STRUCTURE ANDSTRATEGY?
5.2 STRUCTURE SUPPORTS STRATEGY
5.2.1 Science fiction and real world examples
5.2.2 Implementing change is as important as strategy itself
5.3 WHAT IS ORGANISATIONAL DESIGN
5.3.1 Methodology
5.4 SIX ELEMENTS OF ORGANISATION DESIGN
5.4.1 Geography
5.4.2 Number of employees
5.4.3 Product evolution
5.4.4 Distribution of authority
5.4.5 Control
5.4.6 Marketplace
5.5 THE IMPORTANCE OF A GOOD ORGANISATION STRUCTURE
5.5.1 Communication
5.5.2 Reporting relationships
5.5.3 Growth and expansion
5.5.4 Task completion
5.5.5 Fits company's needs
5.5.6 What can go wrong
5.6 CASE STUDY- COCA COLA
CHAPTER 6: RESTRUCTURE OR RECONFIGURE?
6.1 INTRODUCTION.
6.2 THE FOUR-PART FRAMEWORK OF REORGANISATION
6.2.1 Reconstructing or reconfiguring is dependent upon the organisation's circumstances
6.2.2 The optimal time period between restructuring
6.2.3 Combination units and resources
6.2.4 Determine the systems that need to change for a successful transition
6.3 CONCLUSION
CHAPTER 7: TRIED AND TESTED ORGANISATION DESIGNS AND FRAMEWORKS
7.1 INTRODUCTION
7.2 SOME MODELS ON BEST-PRACTICE THINKING
CHAPTER 8: THE FUTURE REQUIRES A NEW OPERATING MODEL
THE VIRTUAL ORGANISATION
8.1 INTRODUCTION
8.2 SOFTWARE TAKEOVER
EMBEDDED SYSTEMS
8.2.1 Embedded systems
8.2.2 The whole organisation needs to be agile
8.3 THE REASONS FOR FAILED TRIED-AND-TESTED METHOD ATTEMPTS
8.3.1 Characteristics of agile management in comparison to traditional management
8.3.2 The principles of agile management
8.3.3 The seven criteria of agile management
8.3.4 Implementing agility at management level
8.3.5 The role of the CEO in digital transformation
8.4 HOW TO MAKE THE WHOLE ORGANISATION AGILE
8.5 ORGANISATION DESIGN STEPS
8.6 CONCLUSION
CHAPTER 9: WORK DESIGN
HOW TO DESIGN THE JOB, NOT TOO MUCH AND NOT TOO LITTLE
9.1 INTRODUCTION
9.2 IMPACT ON JOB DESIGN
9.2.1 Sociotechnical systems (STS
9.2.2 Job characteristics model (JCM
9.2.3 Psychological empowerment theory
9.3 THE WAY FORWARD
9.4 CONCLUSION
CHAPTER 10: TALL OR FLAT STRUCTURE?
10.1 INTRODUCTION
10.2 BROAD-BANDING
10.3 REASONS FOR IMPLEMENTING BROAD-BANDING
10.3.1 Goals of broad-banding
10.3.2 Competitive forces
10.3.3 The goal of becoming world-class
10.4 IMPLEMENTATION OF THE BROAD-BANDING STRATEGY
10.4.1 Essentials for pre-implementation design
10.4.2 Broad process
10.4.3 Steps for implementation.
10.5 PARADIGM SHIFTS: NEW VERSUS TRADITIONAL BUSINESS MODELS
10.6 THE CUSTOMER-DRIVEN APPROACH
10.7 BROAD-BANDING FUNDAMENTALS
10.8 THE MECHANICS OF BROAD-BANDING
10.8.1 Deciding on the number of broad-bands
10.8.2 Range characteristics and the role of market data
10.8.3 Remuneration and broad-bands
10.9 JOB FAMILY DESIGN
10.9.1 Defining levels within a job family
10.9.2 Reasons for implementing a job families approach
10.9.3 Implications of this approach
10.10 BENEFITS OF BROAD-BANDING
10.11 POTENTIAL RESULTS OF BROAD-BANDING
10.12 DEVELOPMENT
10.13 CHANGES TO ORGANISATIONAL STRUCTURE
10.14 ESSENTIALS FOR IMPLEMENTING BROAD-BANDING
10.14.1 Link to business strategy
10.14.2 Involvement of line management
10.14.3 Selection of employees
10.14.4 Incorporation into the remuneration strategy
10.14.5 Factors that favour successful application
10.14.6 Issues to resolve
10.14.7 Critical success factors identified through experience
CHAPTER 11: WHAT IS A HIGH PERFORMING ORGANISATION?
11.1 DEFINING HIGH PERFORMANCE ORGANISATIONS (HPOs)
11.2 EXAMPLES OF HIGH-PERFORMANCE ORGANISATIONS
11.2.1 Example of an attractive employer
SABMiller
11.2.2 Example of a reputable organisation
First National Bank (FNB
11.2.3 Example of a company that has delivered the best return for shareholders over a period of five years
Curro Holdings
11.3 HOW TO MAKE A MEDIOCRE ORGANISATION A HIGH-PERFORMANCE ORGANISATION
CHAPTER 12: REMUNERATION AND REWARD IN HIGH PERFORMING ORGANISATIONS
12.1. MULTI-DIMENSIONAL CONSTRUCT OF REWARD
12.2 TOTAL REWARDS AND FLEXIBILITY
12.3 THE KEY FEATURES OF THE REWARD SYSTEM IN HIGH PERFORMING ORGANISATIONS
12.3.1 Key features of rewards systems in high performing organisations
12.4 WHAT HIGH PERFORMERS WANT AT WORK
12.5 EMPLOYEE PREFERENCES.
12.6 KEY FEATURES OF PERFORMANCE MANAGEMENT SYSTEMS IN HIGH-PERFORMANCE ORGANISATIONS
CHAPTER 13: METRICS FOR TRACKING ORGANISATION PERFORMANCE
13.1. INTRODUCTION
13.2 HUMAN CAPITAL METRICS
13.3 FINANCIAL RATIOS
13.4 FINANCIAL FITNESS
13.5 CONCLUSION
CHAPTER 14: OD IN UBER TIMES
SUMMARY AND PULLING IT ALL TOGETHER
14.1 INTRODUCTION
14.2 ROBOTS, MACHINES AND ARTIFICIAL INTELLIGENCE
14.3 OD, ODev AND STRATEGY
14.4 BROAD-BANDING, LEVELLING, NUMBER OF LAYERS AND JOB DESIGN
14.5 HIGH PERFORMING ORGANISATIONS AND FINANCIAL METRICS
Untitled
INDEX
BACK COVER.

Organisation Design for UBER times : Structuring organisations in times of radical change.

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