There is no one right or universal [organization] design; each enterprise needs to design around the key activities appropriate to its mission and its strategies.
405
Management:
The best structure will not guarantee results and performance, but the wrong structure is a guarantee of nonperformance. All it produces are friction and frustration.
405
Management:
…multiproduct, multitechnology, and multinational companies of today do have to concern themselves, in their organizational design and structure, with organization according to the flow of information.
409
Management:
…organization structure will not just evolve. The only things that develop spontaneously in an organization are disorder, friction, and malperformance.
410
Management:
Organization design and structure require thinking, analysis, and a systematic approach.
410
Management:
Organization is unique to each individual business or institution… structure, to be effective, must follow strategy.
410
Management:
Any company that shows an understanding of success makes the key activities… the central elements in its organization structure.
414
Management:
Whatever the reason… a change in strategy requires reanalyzing the key activities and adapting the structure to them.
415
Management:
The conscience function of giving vision, of setting standards, and of reviewing performance against standards is basically a top-management function. But it has to work with the entire management group.
417
Management:
The tough question with respect to information activities is which of them belong together and which should be kept apart.
