ORGANIZATIONAL ARCHITECTURE
Designs for Changing Organizations
David A. Nadler, Marc S. Gerstein, Robert B. Shaw, and Associates
Jossey-Bass, 1992
LEARNING OBJECTIVES: The reader will learn the concept of organizational architecture; its relation to acquisitions, joint ventures, and high-performance work systems that relate to designing formal organizational arrangements; the process of transforming the informal organization, total quality management, capacity to act, and organizational learning; and the design of senior management, including executive selection, executive teamwork, and collaborative strategy.
Rather than a survey or a theoretical discussion, this book is a practice-driven collection of chapters that reflect the issues in organizational architecture the authors have found important in their work with clients. Instead of following the academic model of moving from theory to practice, this book moves from practice to theory, describing experiences, insights and observations that may be relevant in a variety of organizational settings.
David A. Nadler is president of Delta Consulting Group, Inc., a firm that specializes in assisting senior management in strategic organizational change.
Marc. S. Gerstein is managing director of Delta Consulting Group, Inc.
Robert B. Shaw is director of Delta Consulting Group.
The three have consulted to corporate leaders such as Alcoa, American Express, AT&T, Citicorp, Corning, GTE, and Xerox.
9 CE credits; 273 pages
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