Galbraith had started his academic career as Instructor at the Indiana University in 1964. In 1966 he moved to MIT Sloan School of Management, where he was appointed assistant professor and became associate professor in 1970. From 1962 to 1966 he was professor at the European Institute of Advanced Studies in Management, Brussels. From 1974 to 1978 he was professor at the Wharton School of the University of Pennsylvania, and from 1986 to 1995 professor of clinical management at the USC Marshall School of Business and senior research scientist at its Center for Effective Organizations. In Lausanne, Switzerland he was professor at the International Institute for Management Development from 1995 to 2000, where he became professor emeritus in 2000. Back in the United States, he rejoined the USC Center for Effective Organizations as senior research scientist.[3]
In 1978 Galbraith had started his own consultancy firm Jay R. Galbraith Management Consultants Ltd. He had been awarded the McKinsey Foundation Doctoral Thesis Award - First Prize in 1967, and the Crystal Apple Award by the Association for the Management of Organization Design in 1994. His book Organization Design was elected "Outstanding Book on Organization in 1976 - 1977" by the Organization Development Council in 1977, and his Organizing for the Future, was second in the Industry Week's top ten books of the year 1993.[3]
Workedit
Organizational architectureedit
Galbraith's Star Model of organizational design
Organization design can be defined narrowly, as the process of reshaping organization structure and roles, or it can more effectively be defined as the alignment of structure, process, rewards, metrics and talent with the strategy of the business. Jay Galbraith and Amy Kates have made the case persuasively (building on years of work by Galbraith) that attention to all of these organizational elements is necessary to create new capabilities to compete in a given market. This systemic view, often referred to as the "star model" approach, is more likely to lead to better performance.
Organization design may involve strategic decisions, but is properly viewed as a path to effective strategy execution. The design process nearly always entails making trade-offs of one set of structural benefits against another. Many companies fall into the trap of making repeated changes in organization structure, with little benefit to the business. This often occurs because changes in structure are relatively easy to execute while creating the impression that something substantial is happening. This often leads to cynicism and confusion within the organization. More powerful change happens when there are clear design objectives driven by a new business strategy or forces in the market that require a different approach to organizing resources.
Selected publicationsedit
Galbraith, Jay R. Designing complex organizations, Addison-Wesley Longman Publishing Co., Inc., 1973.
Galbraith, Jay R. Organization design, Reading, MA: Addison-Wesley, 1977.
Galbraith, Jay R., and Daniel A. Nathanson. Strategy implementation: The role of structure and process, St. Paul, MN: West Publishing Company, 1978.
Galbraith, Jay R., and Edward E. Lawler. Organizing for the future: The new logic for managing complex organizations, San Francisco: Jossey-Bass, 1993.
Galbraith, Jay R. Designing organizations: An executive briefing on strategy, structure, and process, Jossey-Bass, 1995.
Galbraith, Jay R. Designing the Customer-Centric Organization: A Guide to Strategy, Structure, and Process, Jossey-Bass, 2005.
Selected articlesedit
Galbraith, Jay R. "Organization design: An information processing view", Interfaces 4.3 (1974): 28-36.
Edström, Anders, and Jay R. Galbraith. "Transfer of managers as a coordination and control strategy in multinational organizations", Administrative science quarterly (1977): 248-263.
Referencesedit
^Schein, Edgar H.Organizational culture and leadership. Vol. 2. John Wiley & Sons, 2010.
^Pfeffer, Jeffrey, and Gerald R. Salancik. The external control of organizations: A resource dependence perspective. Stanford University Press, 2003.
^ abcJAY R. GALBRAITH, Curriculum Vitae at classic.marshall.usc.edu. Accessed 23.01.2015.
External linksedit
Wikiquote has quotations related to Jay R. Galbraith.
jaygalbraith.com
Jay Galbraith Obituary, April, 2014
March 14, 2024
galbraith, 1939, april, 2014, american, organizational, theorist, consultant, professor, international, institute, management, development, known, work, strategy, organization, design, contents, biography, work, organizational, architecture, selected, publicat. Jay R Galbraith Feb 26 1939 April 8 2014 was an American organizational theorist consultant and professor at the International Institute for Management Development known for his work on strategy and organization design 1 2 Contents 1 Biography 2 Work 2 1 Organizational architecture 3 Selected publications 3 1 Selected articles 4 References 5 External linksBiography editBorn in Cincinnati Ohio Galbraith obtained his BSc in chemical engineering in 1962 at the University of Cincinnati and at the Indiana University Bloomington his MBA in 1964 and his PhD in Business Administration with the thesis entitled Motivational Determinants of Job Performance An Empirical Study 3 Galbraith had started his academic career as Instructor at the Indiana University in 1964 In 1966 he moved to MIT Sloan School of Management where he was appointed assistant professor and became associate professor in 1970 From 1962 to 1966 he was professor at the European Institute of Advanced Studies in Management Brussels From 1974 to 1978 he was professor at the Wharton School of the University of Pennsylvania and from 1986 to 1995 professor of clinical management at the USC Marshall School of Business and senior research scientist at its Center for Effective Organizations In Lausanne Switzerland he was professor at the International Institute for Management Development from 1995 to 2000 where he became professor emeritus in 2000 Back in the United States he rejoined the USC Center for Effective Organizations as senior research scientist 3 In 1978 Galbraith had started his own consultancy firm Jay R Galbraith Management Consultants Ltd He had been awarded the McKinsey Foundation Doctoral Thesis Award First Prize in 1967 and the Crystal Apple Award by the Association for the Management of Organization Design in 1994 His book Organization Design was elected Outstanding Book on Organization in 1976 1977 by the Organization Development Council in 1977 and his Organizing for the Future was second in the Industry Week s top ten books of the year 1993 3 Work editOrganizational architecture edit nbsp Galbraith s Star Model of organizational designOrganization design can be defined narrowly as the process of reshaping organization structure and roles or it can more effectively be defined as the alignment of structure process rewards metrics and talent with the strategy of the business Jay Galbraith and Amy Kates have made the case persuasively building on years of work by Galbraith that attention to all of these organizational elements is necessary to create new capabilities to compete in a given market This systemic view often referred to as the star model approach is more likely to lead to better performance Organization design may involve strategic decisions but is properly viewed as a path to effective strategy execution The design process nearly always entails making trade offs of one set of structural benefits against another Many companies fall into the trap of making repeated changes in organization structure with little benefit to the business This often occurs because changes in structure are relatively easy to execute while creating the impression that something substantial is happening This often leads to cynicism and confusion within the organization More powerful change happens when there are clear design objectives driven by a new business strategy or forces in the market that require a different approach to organizing resources Selected publications editGalbraith Jay R Designing complex organizations Addison Wesley Longman Publishing Co Inc 1973 Galbraith Jay R Organization design Reading MA Addison Wesley 1977 Galbraith Jay R and Daniel A Nathanson Strategy implementation The role of structure and process St Paul MN West Publishing Company 1978 Galbraith Jay R and Edward E Lawler Organizing for the future The new logic for managing complex organizations San Francisco Jossey Bass 1993 Galbraith Jay R Designing organizations An executive briefing on strategy structure and process Jossey Bass 1995 Galbraith Jay R Designing the Customer Centric Organization A Guide to Strategy Structure and Process Jossey Bass 2005 Selected articles edit Galbraith Jay R Organization design An information processing view Interfaces 4 3 1974 28 36 Edstrom Anders and Jay R Galbraith Transfer of managers as a coordination and control strategy in multinational organizations Administrative science quarterly 1977 248 263 References edit Schein Edgar H Organizational culture and leadership Vol 2 John Wiley amp Sons 2010 Pfeffer Jeffrey and Gerald R Salancik The external control of organizations A resource dependence perspective Stanford University Press 2003 a b c JAY R GALBRAITH Curriculum Vitae at classic marshall usc edu Accessed 23 01 2015 External links edit nbsp Wikiquote has quotations related to Jay R Galbraith jaygalbraith com Jay Galbraith Obituary April 2014 Retrieved from https en wikipedia org w index php title Jay R Galbraith amp 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