This document summarizes an organization design presentation given to the Dallas Human Resource Management Association. It discusses organization design frameworks, engagement of human potential, and examples of organization design interventions. The document provides an example of an organization that addressed shifts in products/services through workshops identifying common goals, challenges, and initiatives to improve processes, structure, and develop employee capability over multiple years. Key success factors included clear strategy, leadership engagement, and a structured design process.
31. Excerpt from Chapter Five:
Defining and Rewarding Success
Defining and Rewarding Success*
Reward systems define expected behaviors and influence the
p p
likelihood that people will demonstrate those behaviors. They y
ensure that everyone is pulling in the same direction. An aligned
reward system reduces internal competition and the frustration
and diffusion of energy that comes when people are given
p gg
competing goals.
• Reward systems have four components:
1. Metrics: The systems that identify measures and targets for enterprise,
business unit, team, and individual performance
business unit team and individual performance
2. Desired Values and Behaviors: The actions that are most likely both to
produce desired business results and to reflect the organizational
values
3. Compensation: The monetary means intended to recognize a person s
Compensation: The monetary means intended to recognize a person’s
past contribution as well as motivate continued or improved
performance
4. Reward and Recognition: The nonmonetary components that
complement compensation systems to let people know that they are
valued
l d
* Source: Designing Dynamic Organizations: A Hands-On Guide for Leaders at All Levels. Jay Galbraith, Diane Downey, Amy Kates. (New
York: AMACOM, 2002).
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33. People Practices*
• Staffing the New Organization presents principles and tools to
guide the process of placing people into new roles and positions.
guide the process of placing people into new roles and positions
• Assessing for Learning Aptitude presents a way to select for
learning‐agile candidates.
l i il did t
• Performance Feedback reviews the ways in which multidirectional
feed‐back can support building lateral capability.
• From Training to Learning provides a checklist of the best
practices that many organizations are utilizing to create a
learning organization.
Source: Designing Dynamic Organizations: A Hands-On Guide for Leaders at All Levels. Jay Galbraith, Diane Downey, Amy Kates. (New
York: AMACOM, 2002).
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