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15 of 15 people found the following review helpful
4.0 out of 5 stars How to approach organisation design what works and why
The field of organisation design is a complex one and one that is beginning to attract more interest. The author points out that it is not given the time and attention it deserves in terms of management priorities.

This book follows her previous work on Organisation design, which sits on my bookshelf alongside other books in this field of which I suggest are...
Published on 14 Jun. 2007 by Stan Felstead - Interchange Re...

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1 of 1 people found the following review helpful
2.0 out of 5 stars Dull and poorly written
Sorry, I really wanted to like this book. I thought that as it was an Economist title it would be very well edited. Frankly it read like an unedited shopping list of ideas stripped from a tour of the management section of the library. There was very little insight. It was repetitive and sorry, Naomi, it was badly written. Though I am sure you can see that now. I give it 2...
Published 14 months ago by R. D. Tromans


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15 of 15 people found the following review helpful
4.0 out of 5 stars How to approach organisation design what works and why, 14 Jun. 2007
The field of organisation design is a complex one and one that is beginning to attract more interest. The author points out that it is not given the time and attention it deserves in terms of management priorities.

This book follows her previous work on Organisation design, which sits on my bookshelf alongside other books in this field of which I suggest are worth buying.(see later]

I was looking forward to getting this book as their has been a shortage of practical/usable material on organisation design which as a Interim Manager/Consultant, I wish to use in my work in a wide variety of situations.

The book has a number of strengths for example chapter 2 on models/approaches/designs and the later material on culture and group processes.The book would have been more useful if more had been provided in terms of tools and techniques to help the reader in dealing with organisation design challenges.It is also very orientated to project management as a means of tackling situations. The pulling together of her work/approaches at the end of the book in terms of guidance for the practioner would have added more value than the chapter on "morphing not future proofing".Overall this book is a good buy.If you have not already read them the following are worth obtaining , as read together with this book provide a comprehensive coverage of the organisation design field:

* Designing Dynamic Organisations-J Galbraith-D Downey-A Kates.This is comprehensive and easy to use.

* Designing Effective Organisations-M Goold-A Campbell.They set out nine design tests which are practical and a good start point to evaluate your own organisation.

Stan Felstead - Interchange Resources - UK
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6 of 7 people found the following review helpful
5.0 out of 5 stars guide to organisation design, 1 Aug. 2007
By 
Patricia Lustig (Cirencester UK) - See all my reviews
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This book talks about organisation design, but it is actually about far more than that. As one would expect, organisation design impacts other areas than just the structure of an organisation and Naomi covers all the bases. This isn't just a must-have book for OD specialists, but I would suggest that any manager who is thinking about a re-organisation would do well to read this carefully.

It starts by talking about just what organisation design is, why it is important and how it links into the business. The most important of which - it seems to me - is that there must be a compelling reason or business case for undertaking a re-organisation. The design must then be driven by the strategy of the business bearing the whole system in mind, not just focusing on a part of it.

Next she focuses on different models, approaches and designs with some excellent tables listing designs in use, their benefits and their limitations. I particularly liked a list of questions you could use to help you choose a model, approach and/or design.

The book has practical information, but also nice case studies of when a particular approach or model had been used in well known organisations and a warts-and-all story telling you what actually happened.
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1 of 1 people found the following review helpful
2.0 out of 5 stars Dull and poorly written, 9 May 2014
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Sorry, I really wanted to like this book. I thought that as it was an Economist title it would be very well edited. Frankly it read like an unedited shopping list of ideas stripped from a tour of the management section of the library. There was very little insight. It was repetitive and sorry, Naomi, it was badly written. Though I am sure you can see that now. I give it 2 stars because it covers a lot of material that can then be researched via other sources, without that it would be 1 star.
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3 of 4 people found the following review helpful
4.0 out of 5 stars Solid take on managing an organizational design project, 11 Oct. 2007
By 
Rolf Dobelli "getAbstract" (Switzerland) - See all my reviews
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Naomi Stanford believes that executives pay too little attention to changing their companies' organizational designs, perhaps because such initiatives don't promise high-profile careers. Yet, updating your organization's structure is a vital process that can make your company stronger by unleashing its energy and using its resources more aggressively. This handy publication covers material you might study in a college-level organizational design course. However, it isn't a textbook. Think of this manual as a survey of the subject, with many helpful suggestions and thought-provoking ideas. The writing is compact, a little dry and somewhat jargon-laden. However, if you want to examine what your company needs to consider in a design change project, we recommend this solid resource.
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2 of 4 people found the following review helpful
5.0 out of 5 stars A comprehensive, up-to-date and accessible guide to organization design, 7 Aug. 2007
By 
C. Rodgers (UK) - See all my reviews
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As its title suggests, Dr Naomi Stanford's latest book is written as a practical guide for organization designers, as they tackle the challenges that reorganization brings in a complex and ever-changing world. Despite the author's academic credentials, her book is clearly aimed at practitioners - whether practising managers or organization design consultants. It is academically underpinned by both established and leading-edge thinking in organization design; yet, at the same time, it is easy to read and accessible. The text is further enlivened by the use of diagrams, charts and anecdotes; and the book contains a wealth of tools, hints and tips that the author has drawn from her own practice.

Throughout, Stanford manages to combine a passionate belief in the value of systematic, business-focused organization design with a healthy scepticism for any position that might suggest that the formal outputs of the process (such as organization charts, roles and responsibilities) provide a guaranteed blueprint for success or a once-and-for-all solution.

Anyone who is concerned with improving the effectiveness of organizations and keen to understand how this challenge is viewed from an organization design perspective will find this book interesting and informative. For organization designers and managers who are involved in developing or implementing an organization design for real, this comprehensive and up-to-date book will prove to be an invaluable resource.
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