Chapter

Mapping the Organizational Terrain

DAVID A. NADLER, michael l. tushman and mark b. nadler

in Competing by Design

Published in print October 1997 | ISBN: 9780195099171
Published online October 2011 | e-ISBN: 9780199854868 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780195099171.003.0002
Mapping the Organizational Terrain

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Although the top management of Xerox was able to devise a new strategy, the company continued to operate as a “functional machine” that undermined how employees at lower levels were not able to participate in major decision-making processes. Such organizational arrangements are the ones that require an entirely new architecture, since the implications of traditional arrangements entail losses in productivity, innovation, and other important aspects. This kind of fundamental redesign, however, requires leaders who are able to identify the various interrelationship patterns evident within the organization. This chapter attempts to offer an organization model that several companies have used in reshaping the dynamics of their respective organizations that is rooted directly in the concept of organizational architecture.

Keywords: Xerox; traditional arrangements; fundamental redesign; interrelationship patterns; organization model; organizational architecture

Chapter.  6558 words.  Illustrated.

Subjects: Organizational Theory and Behaviour

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