Index
Illustrations and tables are denoted by page numbers in italics. Page numbers followed by n indicate note number.
acquisitions and expansion, 144–146
action ambiguity, 35
action plane, 33–34
action plans, 55–56
See also Strategic Planning
adhocracy
adhocratic teams, 192–193, 228n128
administrative adhocracies, 102–103
labels for, 102
management as, 115
to Professional Assembly, 188–189
Project Pioneer as, 99–100, 224n78
administrative change in Professional Assembly, 95
Aeroplan, 205
affiliation for common purpose, 208–209
age and size of organizations, 5, 60–61
aging as renewal for survival, 190–197
Air Canada, 205
alienation in operating core, 80–81
alliance in associations, 209
alliance-building game, 135
“The Ambidextrous Organization” (O’Reilly and Tushman), 228n128
ambiguity of authority, 58–59
American Airlines, 207
analysts, 15
anchored forms, 173–177
Apple
company definition, 201
as hybrid organization, 179–180
iPhone as platform, 208
Jobs’ control style, 68
marketing at, 71
visioning strategy, 110
“An Architect Looks at Organization Design” (Yokoyama), 216
arrogance vs. confidence, 116
art, craft, and science of organizing, 24–36
decision making, 25, 26–27, 26
strategy formation, 28–31, 28, 29, 30
art as visioning, 30
The Art of Japanese Management (Pascale and Athos), 45
artifacts, 16
assembled hybrids, 180–181
assembly, 209
assimilation and isolation, 163
association around a table, 209
Athos, Anthony, 45
autonomous professionals, 88–89, 92
basic assumptions, 16
basic structure
Community Ship, 159–161
Personal Enterprise, 68–69
Professional Assembly, 87–91
Programmed Machine, 75–77
Project Pioneer, 100–101
bazaar governance, 229n142
beehive politics, 133–134
bees vs. flies, 214–215
Bennis, Warren, 32
beyond business, divisional form, 155–157
birth as personal enterprise, 184–185
bottom management, 12–13
Brasilia, Brazil, design errors, 216
Braverman, Harry, 62
Bronowski, Jacob, 86
budgeting game, 135
bureau-adhocracy, 227n123
bureaucracies, 41–42, 79–80, 188–190
Burgleman, Robert, 227n127
by-product diversification, 146–147
capital allocation, 151–152
categorization problems in Professional Assembly, 92–94
C-form, 207
chain, organizational, 18–19, 21
chain of command, 21
chains, hubs, webs, and sets, 18–23
chamber, 209
Cirque du Soleil, 180–181
cleavage, cooperation, and competition, 181
cloisters, 162
closed systems, 78
CoachingOurselves.com, 212, 229n144
collaboration, 125, 194, 228n128
coming to terms with machines, 84–85
common property, 207
common results, 49
communication
direct communication, 40
in managing, 33
Communist regimes as programmed machines, 78–79
communities of practice, 48
Community Ship, 158–164
basic structure, 159–161
defined and described, 158–159, 163
outward bound organizations in, 209–210
pros and cons, 163–164
quintessential community ship, 161
renewal in, 191
types, 162–163
communityship, 128, 160, 225n92
compelling cultures, 131–132
competition, cooperation, and cleavage, 181
complementors, 229n141
conditions and kinds
Personal Enterprise, 69–70
Professional Assembly, 91–92
Programmed Machine, 77–79
Project Pioneer, 101–103
conflict, 81, 132–139, 166–167
See also culture and conflict
conglomerate
conglomerate diversification, 147, 226n102
conglomeration cons, divisional form, 150–153
defined and described, 143
government as, 155
connection quandaries, 35, 116
Connolly, Terry, 27
consolidation in Personal Enterprise, 124
consortium, 209
containment, blessings of, 175–177
contamination, dangers of, 175–177
contingency/situational factors, 60
contracting to outsource, 204–205
contradiction, 181
controller, 42
conversational approach to design, 214
converters, 162
Cook, Tim, 68
cooperation, competition, and cleavage, 181
coordination
by design, 41
in division of labor, 39
through training, 87–88
core competencies, 205
counterinsurgency game, 135
countervailing forces, 174
cow parts, 10
craft as venturing and learning, 30–31
craft enterprises as Professional Assembly, 92
crisis in Personal Enterprise, 70
crowd wisdom and groupthink, 163–164
crystalline diversification, 144
cultural turnaround, 196
culture
changing, 164
defined and described, 16
place in book logo, 18
reinforcement of, 131
as spirit of human hive, 160
culture and conflict, 139–140, 139, 140, 177
See also conflict
culture of innovation, 193
customer diversification, 147–148
customization beyond standardization, 43–44
customized standardization, 44, 48–49
customizing design, 213–214
Dangerfield, Rodney, 165
Darwin, Charles, 169
decentralization, 54–55, 89–90, 100–101, 148–149
decision making, 25, 26–27, 26, 54
decoupling trajectory, 175
delegation, 35
deliberate strategies, 28
Demil, Benolt, 229n142
demise, natural or political, 197–198
democracy in Professional Assembly, 92
Department of Transportation, 155
design
coordination by, 41
customizing design, 213–214
design conundrum, 217
design thinking, 217
See also design in context
elements of design
design in context, 60–64
age and size of organizations, 60–61
environment, organizational, 62–63
power in organizations, 63–64
technical systems, 61–62
Designing Complex Organizations (Galbraith), 222n42
detail mastery, 83
Devon, Ely, 226n107
diagnosis in organization forms, 90–91, 98
differentiated hybrids, 180
differentiation of tasks, 61
diffusion of culture, 131
direct supervision, 39–41, 45, 49, 55
disconnect at top in Programmed Machine, 82
discretion in Professional Assembly, 92, 94–95
distributed management, 22, 117
diversifiction, 153
divided coalition, 16
divisional form, 143–157
beyond business, 155–157
conglomerate diversification, 147
conglomeration cons, 150–153
decentralization, 148–149
as depressive, 175
diversification toward, 187–188
divisional structure, 148–149
expansion and acquisition, 144–146
merging, 145
by-product diversification, 146–147
in Programmed Machine, 149–150
related-product diversification, 147
social performance of performance control, 153–154
transition stages, 146–148
transitions in, 227n126
vertical integration, 146
divisionalization, 143
doing first, 27
doing on inside, 34
dominated coalition, 16
Donaldson, Lex, 227n118
Durant, William C., 149
Educating Managers Beyond Administration (EMBA), 212
efficiency, 124–125, 153–154, 226n107
elements of design, 46–59
decentralization untangling, 54–55
formalization, 47–48
lateral linkages, 56–59
matrix structure, 58–59
planning and control systems, 55–56
scope, 46–47
silos and slabs, 50–51
training and indoctrination, 48–49
unit grouping, 49–52, 52 unit sizing, 53–54
EMBA (Educating Managers Beyond Administration), 212
emergent strategies, 28
emergent structure, 216–217
EMI Music company, 150
empire-building game, 135
engaging organization, 129
environment, organizational, 62–63
espoused values, 16
evolving approach to design, 214
excellence, perils of, 174–175
expansion and acquisition, 144–146
expertise game, 135
experts, 92–93
extended adhocracies, 103
external coalition, 16
external control in Programmed Machine, 78
Facebook, 207
federation. See divisional form Fellini, Federico, 181
The Female Advantage (Helgesen), 21
five easy steps to not follow, 85
flies vs. bees, 214–215
focusing trajectory, 175
forces, countervailing, 174
forces in forms, 123–125, 168, 169–171, 173, 176, 178
Ford, Henry, 203
formalization, 47–48
forms
flaws in, 173–174
imperfections in, 174
misfits in, 176
in outward bound organizations, 209–212
See also forces in forms
four forms compared
individual forms
formulaic approach to design, 214
formulation of strategies, 56
formulation-implementation separation, 83–84
Foundation for Infantile Paralysis, 160
founders in Personal Enterprise, 185
founding culture, 131
four forms compared, 105–120
as basic, 105–106
identification of, 106
managing, 114–118
Personal Enterprise managing, 114–115
Personal Enterprise visioning strategy, 109–110
Professional Assembly managing, 116–117
Professional Assembly venturing positions, 110–111
Programmed Machine managing, 115–116
Programmed Machine position planning, 110
Project Pioneer learning strategies, 111–113
Project Pioneer managing, 117–118
strategy formation, 109–113
summarization, 106–109, 107t, 109
friendly consulting, 211
G20 and G7, 209
Galbraith, Jay, 222n42
gaming companies, 102
geriatric consulting, 197
Glouberman, Sholom, 228n130
Golden, Brian R., 227n127
government as conglomerate, 155
grassroots model of strategy formation, 112–113
greenwashing, 16
Groupthink (Janis), 164
groupthink and crowd wisdom, 163–164
Grove, Andy, 117
Hales, Colin, 132
Hammer, Mark, 220n16
hard vs. soft information, 82
Helgesen, Sally, 21
hierarchy of authority, 15
Honda, 203
horizontal chain of work, 76
horizontal dispersion of decision making, 54–55
hotel organization, 130
hothouse model of strategy formulation, 112–113
hubs, organizational, 18, 19, 21
hubs, webs, sets, and chains, 18–23
human resources, employees as, 79
Hydro Quebec, 147
IBM, 207
The Icarus Paradox (Miller), 174
ideal types, 66
IDEO, 217
IKEA strategy, 84
impact teams, 211
imperfections in forms, 174
implementation of operating plans, 56
IMPM (International Masters Program for Practicing Managers), 210–212
indoctrination, 132
Industrial Revolution, Programmed Machine in, 105
industry recipes, 83
inefficient effectiveness, 104
information plane, 32–33
infusion of culture, 128–132
infusion of value, 131
innovative teamwork, 191–193
inserving, 208
insight and vision, 69
instructions, issuing, 40–41
insurgency game, 134
integrated task sets, 79
integrating managers, 56–57
internal corporate venturing, 227n127
internal diversification, 145
International Federation of Red Cross and Red Crescent Societies, 144
International Masters for Health Leadership, 212
International Masters Program for Practicing Managers (IMPM), 210–212
intrapreneurial experts, 98
inventing trajectory, 175
iPhone as platform, 208
irrepressible managing, 114–115
isolation and assimilation, 163
Israeli kibbutzim, 159–160, 162–163
Janis, Irving, 164
jigsaw puzzles, 199–200
job expansion, 191
job training, skilled vs. unskilled, 48
Jobs, Steve
Apple as hybrid organization, 179–180
best use of skills, 21–22
control style at Apple, 68
detail and big picture mastery, 71
as product designer, 222n47
visioning strategy, 109–110
kaizen (continuous improvement), 193
Kao (Japanese firm), 51
Kets de Vries, Manfred, 175
Khanna, Tarun, 226n102
Krabberød, Tommy, 227n118
Laliberté, Guy, 180–181
Lamothe, Lise, 20
lateral linkages, 56–59
leading insiders, 33
Lebrecht, Norman, 223n68
Lecocq, Xavier, 229n142
liaison positions, 56
liberated unstitution, 218
Liedtka, Jeanne, 214
life cycle of forms, 182–198
birth as Personal Enterprise, 184–185
youth as partial Personal Enterprise, 185
maturity as natural structure, 185–187, 186
midlife and impromptu transitions, 187–190
aging as renewal for survival, 190–197
demise, as natural or political, 197–198
model, 183–184
organization structure, 183–184
line versus staff game, 136
linear sequence work flow, 18
local producers, 83
logo, earlier, 17–18
Lord Acton, 94
lording game, 135
macromanagement, 185–186
Management Information System (MIS), 82
manager/management
as art, craft, and science, 31–36, 32
in chain, hub, web, and set, 21–23, 22
defined and described, 15, 31–32
direct supervision from, 41
distributed managing, 117
education outward bound, 210–212
by exception, 115–116
as fine-tuning, 115–116
four forms compared, 114–118
in hub, 22
on information, people, and action planes, 32–34
management development, 210–211
manager training, 152
managerial exchanges, 211
mind-sets, 211
by objectives, 45
place in chain, hub, set, and web, 21–22
support of professionals, 116
titles, 15
“Managing the Care of Health and the Cure of Disease” (Glouberman and Mintzberg), 228n130
“Managing the Myths of Healthcare” (Mintzberg), 228n130
mass production/mass services in machine organization, 77
Matshushita, Konusuke, 71
mature organizations, 77
maturity as natural structure, 185–187, 186
McGill University
deans as managers, 53
International Masters for Health Leadership program, 212
invention of football, 219n5
as Professional Assembly, 89, 111
“Strategic Management Upside Down,” 227n125
measurable efficiency, 153–154
mechanisms to coordinate, 39–45
customization beyond standardization, 43–44
direct supervision, 40–41
mutual adjustment, 39–41
standardized norms, 43
standardizing output, 42
standardizing skills and knowledge, 42–43
standardizing work, 41–42
medical fields categorization problems, 93–94
meetings, standing committees, teams, and task forces, 57
Mercedes, 206
mergers, 144–145
meritocracy, Professional Assembly as, 88
Mesopotamia temple corporation, 76
meta-organizations, 208
micromanagement, 114–115, 185–186
Microsoft, 229n151
middle management, 12
midlife and impromptu transitions, 187–190
Milne, A.A., 97
Mintzberg, Henry, 214, 228nn130,131
Mintzberg, Susan, 218, 229n151
misfit in pure forms, 176
mistreatment in Professional Assembly, 95–96
mutual adjustment, 40, 49, 55, 81–82
My Jobs/Your Jobs, 132–133
Myrada (Indian NGO), 161
National Film Board of Canada (NFB), 112
National Health Service of England, 5
networking in Project Pioneer, 118
networking outward, 203–204
The Neurotic Organization (Miller and Kets de Vries), 175
new community architecture, 207
New Public Management, 155–156, 205
Nilsson, Warren, 129
Nizet, Jean, 221n35
Noda, Mitz, 162
Nöel, Alain, 199
not-for-profits (social enterprises), 70
nudging as stewardship, 117–118
official hierarchy of authority, 15
open license, 229n142
open-source software (OSS), 206–207
operating adhocracies, 102
operating turnaround, 195
operators, 14
orchestra efficiency, 4–5, 89, 219n3
O’Reilly, Charles III, 228n128
organigraph, 20
organization design and structure, 213–218
approaches, 214–215
bees vs. flies, 214–215
customizing design, 213–214
defined and described, 2
design conundrum, 217
design doing, 217
liberated unstitution, 218
life cycle model, 183–184
management levels, 12
pathways, 215–216
structure, emergent, 216–217
organizational environment, 62–63
organizational forms, 65–66, 66
See also specific forms
organizations/organizing, 1–8
as chain, 18–19
defined and described, 1–2
fives to sevens, 6–8
as hub, 19
organization no-speak, 6
personal connection with, 1
sectors, 3
as set, 20
sizes of, 5–6
structuring developments, 228n133
as web, 19
worst way, 3–5
Orpheus Chamber Orchestra, 223n68
OSS (open-source software), 206–207
outsourcing, 204
outward bound organizations, 201–212
affiliation for common purpose, 208–209
association around a table, 209
contracting to outsource, 204–205
diversification and vertical integration, 202–203
forms in, 209–212
management education, 210–212
networking outward, 203–204
outward bound, use of term, 201
partnering to venture jointly, 206
platforms establishment, 206–208
overlay of separation, 126–127, 127
P&G restructuring, 222n45
Paddock, Tana, 129
Palepu, Krishna, 226n102
paradigms, 95
partnering to venture jointly, 206
Pascale, Richard, 45
passive coalition, 16
pathway design and location, 215–216
patients as people, 94
“Patterns in Strategy Formation” (Mintzberg), 228n131
Patwell, Beverly, 24
people empowerment, 191–192
people plane, 33
performance controls, 42, 55–56, 110, 153–154, 226n106
performance measures in Professional Assembly, 94–96
permanent adhocracies, 102
Personal Enterprise, 67–73
aging to machine organization, 77–78
basic structure, 68–69
builders into imperialists, 174
to Community Ship, 187
compelling culture in, 132
conditions and kinds, 69–70
consolidation, 124
as dramatic, 175
managing, 114–115
in organization life cycle, 184–185
outward bound organizations in, 209–210
political games in, 137
as predominant organizational form, 106, 225n84
to Professional Assembly, 186
to Programmed Machine, 186–187
to Project Pioneer, 187
pros and cons, 70–73
restructuring tendencies, 217
structure, 68–69
turnaround, 196
visioning strategy, 109–110
personal leadership as liability, 185–186, 186
personal service organization as Professional Assembly, 92
Pfizer, 206
Pichault, Francois, 221n35
pigeonholing in Professional Assembly, 91
planner, 42
planning and control systems, 55–56
planning predicaments, 35
platforms establishment in outward bound organizations, 206–208
chains, hubs, webs, and sets, 18–23
logo, earlier, 17–18
organization as chain, 18–19
organization as hub, 19
organization as set, 20
organization as web, 19
organization structure, 12
principal players, 14–17
think outside the box, 11–14, 12, 13, 17
playful approaches to design, 214
plural sector, 156, 161, 184–185, 207
political games in organizations, 77, 134–137
Porter, Michael, 18–19, 29, 31
positions, designing, 46–49
power in organizations, 63–64
PPP (public-private partnership), 206
principal players, 14–17
Principles of Scientific Management (Taylor), 3, 219n2
prior training, 42–43
problem-solving in Project Pioneer, 98
Professional Assembly, 85–96
administrative change, 95
basic structure, 87–91
categorization problems, 93–94
compelling culture in, 132
conditions and kinds, 91–92
coordination through training, 87–88
craftsmen into thinkers, 175
decentralization, 89–90
discretion, 94–95
managing, 116–117
mistreatment, 95–96
as most stable form, 189, 227n125
outward bound organizations in, 210
as paranoid, 175
political games in, 137–138
professional autonomy, 88–89
proficiency, 125
pros and cons, 92–96
renewal in, 190
restructuring tendencies, 217
support staff, 90
tailored standardization, 90–91
turnaround, 196
venturing positions, 110–111
professional associations training, 88–89
professional autonomy in Professional Assembly, 88–89
professional organizations, 110–111
proficiency in Professional Assembly, 125
Programmed Machine, 74–85
basic structure, 75–77
chain upon chain in, 76
coming to terms with machines, 84–85
compelling culture in, 132
as compulsive, 175
conditions and kinds, 77–79
divisional form, 149–150
efficiency, 124–125
managing, 115–116
for mass-produced inexpensive goods and services, 85
outward bound organizations in, 209–210
political games in, 137
position planning, 110
pros and cons, 79–85
renewal in, 191
restructuring tendencies, 217
salesmen into drifters, 175
Strategic Planning, 110
Project Pioneer, 97–104
basic structure, 100–101
collaboration, 125
compelling culture in, 132
conditions and kinds, 101–103
inefficient effectiveness, 104
learning strategies, 111–113
managing, 117–118
as modern explorer, 98, 224n76
outward bound organizations in, 210
pioneers into escapists, 175
political games in, 137–138
to Professional Assembly, 189
pros and cons, 103–104
renewal in, 190
restructuring tendencies, 217
as schizoid, 175
sports as projects, 98–99
support staff, 100–101
turnaround, 196
as twentieth century favored form, 202
ubiquitous ambiguity, 103–104
project structure, 193
pros and cons
Personal Enterprise, 70–73
Professional Assembly, 92–96
Programmed Machine, 79–85
Project Pioneer, 103–104
Prova d’orchestra (film), 181
public enterpreneurship, 184–185
public-plural-private partnerships, 206
public-private partnership (PPP), 206
punctured equilibrium, 182
pure customization, 44
pure standardization, 43
puzzles, 200
quality control engineer, 42
quintessential community ship, 161
Raphael, Ray, 178
reality of four forms compared, 118–120, 120
reformers, 162
reinforcement of culture, 131
related diversification, 144–145, 147
renewal, 196–198
risk-spreading, 152
rival camps game, 136
Rose, Janet, 111
rules, establishment of, 41
SABRE, 207–208
Sapiens (Hariri), 75
Schein, Ed, 16
Schumpeter, Joseph, 197
science as planning, 30
The Sciences of the Artificial (Simon), 213
scope, 46–47
In Search of Excellence (Peters and Waterman), 227n125
seeing first, 27
segmented standardization, 44
Seidel, M.D.L, 207
Selznick, Philip, 131
separate units, 192–193
sets, chains, hubs, and webs, 18–23
sets, organizational, 18, 20, 22–23
shared beliefs, 43
shareholders, 16, 219n3, 220n24
Shortell, Stephen M., 227n127
silos and slabs, 50–51
simple structure in Personal Enterprise, 68
situational/contingency factors, 60
size of unit, 53–54
skill enhancement, 192
skill standards in Professional Assembly, 88
Sloan, Alfred, 149
smart cars, 206
Smith, Adam, 46–47
snappy bureaucracy, 132
social enterprises (not-for-profits), 70
social entrepreneurship, 184–185
social performance of performance control system, 153–154
social unresponsiveness, 154
socialization, 131
soft vs. hard information, 82
son succession, 72
soul, organizations with, 130
span of control, 53
splitting, 169–171
sponsorship game, 135
sports as projects in Project Pioneer, 98–99
stakeholders, 16, 219n3, 220n24
standardization
customization beyond standardization, 43–44
in job training, 48
of skills and knowledge, 42–43, 45
in training, 87–88
standing committees, 57
start-up organizations, 69
See also entrepreneurs
Personal Enterprise
status differences, 128
stewardship, nudging as, 117–118
Stewart, K.J., 207
strategic apex, 18
strategic candidate game, 136
“Strategic Management Upside Down” (McGill University), 227n125
Strategic Planning, 83–84, 110
strategic programming, 110
strategic responsiveness, 152
strategic turnaround, 196
strategy and strategy formation, 28–31, 28, 29, 30, 56, 109–113
structure and industry age, 61
structure in Personal Enterprise, 68–69
subcontracting, 204
subversion game, 136–137
succession in Personal Enterprise, 72
summarization, 106–109, 107t, 109
supply chain, 19
support staff, 14–15, 77, 90, 100–101
Surowiecki, James, 163–164
Swatch, 206
synergy, 128
tailored standardization, 44, 90–91
Taylor, Frederick, 3, 45, 80–81, 219n2
teams, task forces, meetings, and standing committees, 57
technical systems, 61–62
technocratic fixes in Professional Assembly, 94–96
technology vs. technical systems, 61
temporary adhocracies, 102
Terkel, Studs, 81
Terman’s Law of Innovation, 67
think outside the box, 11–14
thinking first, 27
Thorn, Jules, 150
Thorn EMI, 150
“Time for Design” (Mintzberg and Liedtka), 214
top management, 12
Toscanini, 223n68
Toyota, 193
training, indoctrination and, 48–49
training standards, 42–43, 87–88
trajectories in organizations, 174–175
transition stages, 146–148
transition types, 182–183
turnaround, 70, 191, 194–195, 195, 228n131
Tushman, Michael, 228n128
Uber, 208
ubiquitous ambiguity in Project Pioneer, 103–104
unionization in Professional Assembly, 96
unity of command, 58
universal forces, 126–140
beehive politics, 133–134
compelling cultures, 131–132
conflict in forms, 137–138
constructive conflict, 138–139
culture and conflict, 139–140
engaging organization, 129
hotel organization, 130
infusion of culture, 128–132
intrusion of conflict, 132–139
overlay of separation, 126–127, 127
political games in organizations, 134–137
Urwick, Lyndall, 53
value chain, 18–19
venturing trajectory, 174
vertical chain of command, 76
vertical decentralization, 149
vertical delegation of decision making, 54–55
vertical integration, 146, 202–203
visionary approach to design, 214
visioning strategy, 109
Volkswagenwerk, 228n131
Waterman, Robert H., 227n125
The Wealth of Nations (Smith), 46–47
web, organizational, 18–19, 21–22
Weber, Max, 79–80
webs, sets, chains, and hubs, 18–23
Weick, Karl, 164
Welch, Jack, 150
“What Is Design Thinking?” (IDEO), 217
whistle blowing game, 136
Whitehead, Alfred North, 218
“Why Focused Strategies May be Wrong for Emerging Markets” (Khanna and Palepu), 226n102
Wikipedia, 206–207
Winnie-the-Pooh (Milne), 97, 224n175
The Wisdom of Crowds (Surowiecki), 163–164
Working (Terkel), 81
Yokoyama, Yoshinori, 216–217
youth as partial personal enterprise, 185
Zajac, Edward, 227n127
Zaleznik, Abraham, 32