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1、TOOLKITDoYouHaveaWell-DesignedOrganization?Creatinganeworganizationalstructureisoneofthetoughest-andmostpoliticallyexplosive-challengesthatanexecutivefaces.Herearenineteststoguidetheway.byMichaelGooldandAndrewCampbellORMOSTCOMPANIES,Organiza-intimidating.Foronething,it'sim-Ftiondesignisneithera
2、sciencemenselycomplicated,involvinganend-noranart;it'sanoxymoron.Or-lessstreamoftrade-offsandvariables.ganizationalstructuresrarelyresultForanother,it'sdivisive,frequentlydis-fromsystematic,methodicalplanning.integratingintopersonalityconflictsandRather,theyevolveovertime,infitsandpowerplays.So
3、whenorganizationde-starts,shapedmorebypoliticsthanbysignproblemsarise,managersoftenfo-policies.Thehaphazardnatureofthecusonthemostglaringflawsand,intheresultingstructuresisasourceofcon-process,maketheoverallstructureevenstantfrustrationtoseniorexecutives.moreunwieldyandevenlessstrategic.Strateg
4、icinitiativesstallorgoastraybe-What'sbeenlackingisapracticalcauseresponsibilitiesarefragmentedorframeworktoguideexecutivesthroughunclear.Turfwarstorpedocollabora-thecomplexitiesoforganizationdesign.tionandknowledgesharing.PromisingThat'swhatweaimtoprovideinthisopportunitiesdieforlackofmanage-ar
5、ticle.Wehavereviewedtheprinciplesrialattention.Overlycomplexstruc-ofgooddesign,studiedthestructuresoftures,suchasmatrixorganizations,col-dozensofcompanies,largeandsmall,lapsebecauseoflackofclarityaboutandobservedhowexecutivesgoaboutresponsibilities.makingdesigndecisions.Wehaveen-Mostexecutivesc
6、ansensewhentheircapsulatedourfindingsintoninetestsorganizationsarenotworkingwell,butoforganizationdesign,whichcanbefewknowhowtocorrectthesituation.usedeithertoevaluateanexistingstruc-Acomprehensiveredesignisjusttootureortocreateanewone.ThefirstfourMARCH2002117TOOLKIT•DoYouHaveaWell-DesignedOrga
7、nization?testsarewhatwecall"fit"tests.Theyamongunitsthatmakeitdifficultforatinginitiatives(productlaunches,fac-provideaninitialscreenfordesignalter-themtooperateinwaysthatprovidetoryautomation).Listthesesourcesandnatives,revealing