However, Tomasko is clearly writing much more for people leaders who can make the changes needed to meet the economic and organizational demands in the following century.
Tomasko takes an unusual and interesting approach towards the problems with the corporation--the method that an architect would take in toward a building. For example, the book is divided into three sections, Resizing, Reshaping, and Rethinking. Writing over a first, Tomasko says.
Applying model logic to reorganization suggests, first, careful consideration of what is already in place, how functional it is, and what turf it needs to cover. The key problem here is resizing, adjusting the company's equivalent in the architect's "site" to fit the needs of its future mission (7).
In other words, Tomasko is trying to bring the lofty ideas and theories from the business down towards the ground and into the true world. Architectural ideas allow him do this. The architect can not build an abstract building, but must find a actual web site inside genuine world, get the real materials and designers together, and so on.
The corporate planner also must find the proper size or website exactly where the activities from the corporate will finest fit. A "site" too large or too small usually do not lead to maximum success and performance. Rather than an actual, physical site, however, the corporate planner deals with "capabilities and work processes" (8) The second step.
This is comparable towards architect's designing he structure of a building. The final step, rethinking, involves thinking inside a fresh way about "the basics of how work is managed." This part is similar towards architect's planning from the infrastructure of the project he is working on.
Tomasko's book is fascinating each for its ideas about reorganizing the corporation in a rapidly changing marketplace, and for its use of architecture being a metaphor. He believes that too many corporate leaders believe too a lot in abstractions, or are frightened at the prospect of serious reorganization. The use of architecture brings reorganizing down to earth and towards the globe of practical solutions. He also believes that corporate leaders need to be creative and use their imaginations in experimenting with his ideas, combining them, finding out for themselves what works for their company and what does not. Each corporate leader can and must find out from this book, no matter what the company's size or goals.
Two perspectives are seeking at the business within the top down and from the bottom up. Tomasko is clearly in favor of hierarchical structures, but he urges planners to determine the value in the jobs of those who don't lead. For example, he compares the overhead between a Michigan along with a Japanese business with respect to administration at mid and lower levels. The Michigan business had more such workers generating "'today'-oriented overhead jobs," whilst the Japanese company had far more future-oriented jobs, such as look for and development engineers, technique development specialists, etc. (64). Again, it's not usually the overhead cost or crew size, but the sort of work and overhead which exists.
The 3 divisions with the book are to be utilized for the business in order, just as the site, structure and infrastructure of the building are taken in order. Tomasko's use of architecture brings organizational planning down to earth, but it also allows the planner to contemplate changing something.
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