"Organization design is conceived to be a decision process to bring about a coherence between the goals or purposes for which the organization exists, the patterns of division of labor and interunit coordination and the people who will do the work." (Jay R Galbraith, "Organization Design", 1972)
"The basic proposition is that the greater the uncertainty of
the task, the greater the amount of information that has to be processed
between decision-makers during the execution of the task. If the task is well
understood prior to performing it much of the activity can be pre-planned. If
it is not understood, then during the actual task execution more knowledge is
acquired which leads to changes in resource allocations, schedules, and
priorities."
"If the organization is faced with greater uncertainty due to
technological change, higher performance standards due to increased
competition, or diversifies its product line to reduce dependence, the amount
of information processing is increased. The organization must adopt at least
one of the four strategies when faced with greater uncertainty."
"Organizations make two responses to deal with the behavior
control problem. The first change involves the substitution of craft or
professional training of the work force for the detailed centralized
programming of the work processes."
"[Task uncertainty is] the difference between the amount of information required to perform the task and the amount of information already possessed by the organisation." (Jay R Galbraith, "Designing complex organizations", 1973)
"There is no one best way to organize [...] Any way of organizing is not equally effective." (Jay R, Galbraith, "Designing complex organizations", 1973)
"If management can identify the negatives of its preferred option, the other policies around the star model can be designed to counter the negatives while achieving the positives. (Jay R Galbraith, "Designing organizations: an executive guide to strategy, structure, and process", 2002)
"Metrics help align individual behaviors and performance with the organizational goals." (Jay R Galbraith et al, "Designing Dynamic Organizations", 2022)
"Organization design is the deliberate process of configuring structures, processes, reward systems, and people practices and policies to create an effective organization capable of achieving the business strategy." (Jay R Galbraith et al, "Designing Dynamic Organizations", 2022)
"Organization design is the means for creating a community of collective effort that yields more than the sum of each individual’s efforts and results." (Jay R Galbraith et al, "Designing Dynamic Organizations", 2022)
"Strategy is the cornerstone of the organization design process. If the strategy is not clear, or not agreed upon by the leadership team, there are no criteria on which to base other design decisions. Without knowing the goal, it is impossible to make rational choices along the way." (Jay R Galbraith et al, "Designing Dynamic Organizations", 2022)
"The strategy determines what types of skills, competencies, and other capabilities are required of employees and managers." (Jay R Galbraith et al, "Designing Dynamic Organizations", 2022)
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