Designing Dynamic Organizations: A Hands-On Guide for Leaders at All Levels

By Jay Galbraith; Diane Downey et al. | Go to book overview

CHAPTER FIVE
DEFINING AND REWARDING
SUCCESS

We have discussed how organization design is a means to implement strategy and how design decisions regarding the structure and lateral organization shape work flow, communication, power, and decision making in an organization. Regardless of the structure, employees make choices each day regarding how they work and interact. These choices are influenced by the unique combination of experience, personality, skill, and internal motivation that each individual brings to work. They are also shaped by the measures and rewards that the organization uses to communicate to employees what behaviors and results are most important. Creating these systems is an integral part of your design process. The final two steps on the star model are the design of reward systems and of people practices (Figure 5–1). While there is an inherent sequence in the first three points on the star—strategy, structure, then processes and lateral capability—the design of reward systems and people practices systems is closely linked and frequently done simultaneously. The order of these chapters doesn't imply a strict sequence in how these topics are considered.

Every organization has a different definition of success. Changing other parts of the organization design may mean that your organization's definition of success has changed. In order to perform at their best, people need a clear view of what success means in their organization—in terms of business results

-189-

Notes for this page

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items
Notes
Cite this page

Cited page

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Note: primary sources have slightly different requirements for citation. Please see these guidelines for more information.

Cited page

Bookmark this page
Designing Dynamic Organizations: A Hands-On Guide for Leaders at All Levels
Table of contents

Table of contents

  • Title Page i
  • Contents iii
  • Preface vii
  • Acknowledgments xvii
  • Chapter One - Getting Started 1
  • Chapter Two - Determining the Design Framework 22
  • Chapter Three - Designing the Structure 58
  • Chapter Four - Processes and Lateral Capability 134
  • Chapter Five - Defining and Rewarding Success 189
  • Chapter Six - People Practices 227
  • Chapter Seven - Implementation 253
  • Conclusion 271
  • Glossary of Terms 272
  • Bibliography 276
  • Index 281
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this book

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
Items saved from this book
  • Bookmarks
  • Highlights & Notes
  • Citations
/ 286

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Search by... Author
    Show... All Results Primary Sources Peer-reviewed

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.