Six principles for designing the accountable organization

✍ Scribed by Dalziel, Murray ;DeVoge, Sylvia ;LeMaire, Katie

• Publisher: John Wiley and Sons
• Year: 2004
• Tongue: English
• Weight: 133 KB
• Volume: 23
• Category: Article
• ISSN: 1531-1864
• DOI: 10.1002/npr.20027

✦ Synopsis

Abstract

Organizational redesign is often a knee‐jerk reaction to performance problems, often done incompletely or with little attention to the potential impact on other jobs and parts of the organization. The resulting accountability gaps and redundancies can further hamstring performance. Six straightforward principles, garnered from the practices of America's best performing companies, focus on getting design right for the most fundamental building blocks of an organization—jobs, team, and processes. © 2004 Hay Group, Inc.