Organisation design for UBER times : structuring organisations in times of radical change / Dr Mark Bussin.

Format:

Book

Author/Creator:

Bussin, Mark, author.

Language:

English

Subjects (All):

Organizational change.

Success in business.

Strategic planning.

Artificial intelligence.

Physical Description:

1 online resource (213 pages) : illustrations, tables

Edition:

1st ed.

Place of Publication:

Randburg, South Africa : KR Publishing, 2017.

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.

Notes:

Includes bibliographical references at the end of each chapters and index.

Description based on online resource; title from PDF title page (EBC, viewed January 16, 2018).

ISBN:

1-86922-709-3