Organization Design¶
Galbraith, J. R. (1977). Organization Design. Addison-Wesley.
Cited by¶
2 citations across 2 artifacts.
Each citation links to the sentence it supports in the citing article.
Primes¶
- Explanatory Overlay Masking Structural Debt
- Organisational design: process documents, runbooks, and RACI matrices that compensate for unclear ownership; a thick "who-does-what" document is often a signal that the org structure itself is the source of confusion.
This sourceFrames recurring coordination confusion as a structural (information-processing) problem of the organization, to be solved by redesigning roles and decision rights rather than by documentation.
- Organisational design: process documents, runbooks, and RACI matrices that compensate for unclear ownership; a thick "who-does-what" document is often a signal that the org structure itself is the source of confusion.
- Segmentation and Boundary Drawing
- Organizational Design: Continuous responsibility spectrum is segmented into departments (sales, engineering, finance); boundaries concentrate accountability and create reporting structures, with Galbraith (1977) developing the canonical information-processing framework that links task-decomposition boundaries to organizational form.
This sourceFoundational information-processing framework relating task structure to organizational form: how to draw boundaries between subunits, allocate decisions, and design lateral relations across departments.
- Organizational Design: Continuous responsibility spectrum is segmented into departments (sales, engineering, finance); boundaries concentrate accountability and create reporting structures, with Galbraith (1977) developing the canonical information-processing framework that links task-decomposition boundaries to organizational form.
Verification¶
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