| A Wide Range of Management Practices |
| Outcome |
Type of Practice |
Brief Description |
Direction
(where company is heading) |
- Visionary
- Directive/Strategic
- Engagement
|
- Top down, attractive, personally meaningful
- Top-down specifics for reaching end state
- Driven by input from below
|
| Leadership |
- Community
- Command and Control
- Patriarchal
|
- Hands off, delegating, empowering
- Hands on, highly concentrated authority
- Strong but caring
|
| Environment, Values |
- Open, Trusting
- Competitive
- Operational/Disciplined
- Entrepreneurial/Creative
|
- Collaboration, Transparency
- Competition, High Intensity
- Process-Driven Efficiency, Consistency
- Innovation, Initiative, Creativity Encouraged
|
| Accountability |
- Structure, Role Design
- Performance Contracts
- Consequence Management
- Personal Obligation
|
- Formal structures creating role clarity
- Explicitly stated and accepted
- Rewards, penalties
- Implicit agreement on what's involved
|
| Coordination Control (of Performance, Risk) |
- People Based
- Financial
- Operational
- Values, Professional Standards
|
- Management Via HR Systems
- Management of Financial Performance
- Focus on KPIs (Key Performance Indicators) and Metrics, Targets
- Management of Actions Through Ethics, Boundaries
|
| Capabilities |
- Process Based
- Internally Developed
- Acquired
- Rented/Outsourced
|
- Embedded Knowledge, Manuals
- Organic, Focus on Training
- Skills Brought in From Outside
- Skills Borrowed—eg, Consultants
|
| Motivation |
- Leaders
- Values
- Opportunities
- Incentives
|
- Charisma
- Company Culture
- Job Design, Autonomy
- Financial Rewards, Recognition
|
| External Orientation |
- Customer/Channel
- Competitor/Market
- Business/Partner
- Government/Community
|
- Cultivation of relationships with end users
- Focus on rivals, controlling market share
- Business collaboration between two parties
- Aligned with political/regulatory powers
|
| Innovation |
- External Sourcing
- Top Down
- Bottom Up
- Cross-Pollination
|
- Renewal from outside company
- Ideas, change generated by top management
- Ideas, change generated by each business unit, department
- Ideas, change from knowledge sharing across organization
|
Reader CommentsDisplaying 1 of 1
Toby Lucich
Oct 2, 2006 11:04 AM ET
Timely Findings on Organizational Design
Too little consideration has been given to how the analysis underpinning Sarbanes Oxley compliance implementations can … more
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