Organization Design looks at how you need to change the ways your organization does things in order to increase productivity, performance, and profit. Providing the knowledge and method to handle the kind of recurring organisational change that all businesses face, those which do not involve transforming the entire enterprise but which necessitate significant change at the business unit, divisional, functional, facility or local levels. The problem lies in knowing what needs to change and how to change it. Taking the organisation as a designed system, it describes four major elements of organizations: the work - the basic tasks to be done by the organisation and its parts, the people - characteristics of individuals in the organization, formal organization - structures eg the organisation hierarchy, processes, and methods that are formally created to get individuals to perform tasks, informal organization - emerging arrangements including variations to the norm, processes, and relationships, commonly described as the culture or 'the way we do things round here'. The way these four elements relate, combine and interact affects productivity, performance and profit. Most books on this subject target a wide management audience rather than HR, this is specifically written for HR practitioners and line managers working together to achieve the goal. It clarifies why and how organisations need to be in a state of readiness to design or redesign and emphasises that people as well as business processes must be part of design considerations.

Table of Contents:
Introduction; The book; what it does and how it does it; The roles of the players: HR consultant, line manager, other stakeholders (including sponsor, interface departments): The journey: overview map - high (macro) level and overview map -more detail (micro) level; Phase 1 - Preparing for Change: the Diagnosis; Why change?; What are the options? How do we know we're making the right choice?; First stage proposal; Phase 2 - Choosing to re-design: Scoping Phase and Contracting; What have we let ourselves in for?; How do we determine the scope and boundary of the work?; Where do we go from here?; Second stage proposal, consultant and client reviews; Phase 3 - Creating the high level (macro) design and the detailed (micro) design; How do we get started?; What do we do next?; When have we completed the design'Assignment progress reports; Phase - 4 Handling the transition; What are the people implications?; Why are we getting bogged down?; How do we keep things going?; Assignment progress reports; Phase 5 - Reviewing the design; Why should we review?; How should we go about it?; What do we do as a result of it?; Consultant and client reviews; Checklists - What works well; What pairs work; Characteristics of success/failure in organisation design; Scope; Change skills; Completing the design; Implementation; Information Sheets and Toolkit Items - How to structure and write a purpose statement and objectives for your Department; Senior manager away day; Job description - OD project manager; Manager away day; Strategies for meeting the challenge of not enough time; Elements of a project plan; Ten principles of good design; Alignment diagnosis; Personal transition; Taking an audit; Ability to Change and Transform; Barriers; Capacity to Act; Choosing an Effective Design; Choosing Structures; Communication Strategy Guidelines; Communication; Example Template; Consultancy Approach; Decision Making; Effective Leaders; The Five Paths Of Development; Force-Field Analysis; Guiding Principles; Impact Analysis; Insufficient Capacity To Act; Managing Change; Seven -S' Framework; Minimising Manager Resistance; Multiple Roles of Consultants as Facilitators; The Three Overlapping Phases of Transition; People Plan Action Planning Checklist; People Planning Framework; People Planning Key Questions; Problem Solving Process; Question Areas To Cover; Radar Chart; Selection Options; Six Keys to Success; Stakeholder Analysis; Project Plan; Risk Analysis