Decentralization: Fantasies, Failings, and Fundamentals [Paperback]

N. Dean Meyer (Author)

Book Description

Publication Date: April 1, 1998

A concise, logical analysis of why companies decentralize service functions (such as information systems of manufacturing), the costs of decentralization, and the alternatives.

Editorial Reviews

About the Author

N. Dean Meyer -- recognized as one of the foremost authorities on organizational transformation -- has made organizational health his life's work. He has been teaching, lecturing, and consulting since 1968. He founded NDMA Inc. in 1982 to focus exclusively on organizational issues.

Widely published, Meyer is coauthor of the book, The Information Edge, originally published by McGraw-Hill and now in its sixth printing. Meyer is also the author of the new paperback book, Structural Cybernetics: An Overview. His extensive original research and practical experiences are documented in two major studies: STructural Cybernetics, and The Internal Economy, A Market Approach.

Meyer is known for his systematic approaches to difficult leadership issues, and has implemented organizational transformations in dozens of diverse corporate and public-sector organizations throughout North America.

Product Details

• Paperback: 138 pages
• Publisher: N. Dean Meyer and Associates; 1 edition (April 1, 1998)
• Language: English
• ISBN-10: 0964163535
• ISBN-13: 978-0964163539
• Product Dimensions: 8.3 x 5.5 x 0.4 inches
• Shipping Weight: 7.2 ounces (View shipping rates and policies)
• Average Customer Review: 3.3 out of 5 stars  See all reviews (3 customer reviews)
• Amazon Best Sellers Rank: #839,935 in Books (See Top 100 in Books)

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Customer Reviews

Most Helpful Customer Reviews

3 of 3 people found the following review helpful:

5.0 out of 5 stars Packed with wisdom and answers, June 3, 2004

By 

Mike Tarrani "www.tarrani.com" (Deltona, FL USA) - See all my reviews
(COMMUNITY FORUM 04)    (REAL NAME)   

This review is from: Decentralization: Fantasies, Failings, and Fundamentals (Paperback)

Centralization vs. decentralization is one of the most common problems which occupy senior management, especially when cost-cutting measures or performance shortfalls from internal service providers are drivers. This book will clarify the key issues and provide decision makers with facts, clearly articulated reasons to either opt for centralization or make the best of decentralization if it's unavoidable.

The author is clearly against decentralization and backs up the reasons why with short case studies and a compelling argument. Unlike other authors, though, Meyer is a realist and recognizes there will be circumstances that make decentralization inevitable, such as internal politics, larger initiatives placed in motion by executive management, and mergers. Instead of proclaiming total failure he provides organizational models and methods to make decentralization work as best it can.

If you are evaluating the merits of decentralization vs. centralization of internal service functions Chapters 2 through 5 will arm you with a clear and objective view of the strengths and weaknesses.

Chapters 6 through 9 are invaluable to decision makers in any corporate or business unit reorganization because this material shows how to either design an organizational structure that is truly customer-focused, aligned strategically, and allows maintaining business unit autonomy in a centralized environment. These draw from Meyer's other book, "The Internal Economy: How to Apply Market Principles within Organizations" (ISBN 1892606186), which nicely augments this book.

Meyer also shows how to recentralize in Chapter 10, which also covers consolidation and merger. This is further fleshed out in Chapter 11, which proposes an innovative paradigm of a business within a business.

If you are in an organization that either must decentralize, or is decentralized and the barriers to recentralization are too great, Chapters 12 through 14 will show you how to make the most of the situation. The various models and methods Meyer provide to accomplish this evidence his extensive experience and a lot of deep thought.

Overall this book is one of the best I've read on the subject. Indeed, the objectivity, combined with a bullet-proof approach, has influenced me as deeply as Rummler's and Brache's seminal book, "Improving Performance: How to Manage the White Space in the Organization Chart" (ISBN 0787900907).

1.0 out of 5 stars Equivocating Fluffpiece, August 16, 2010

By 

Sugarboogy Phalanx "Sugarboogy Phalanx" (California) - See all my reviews

This review is from: Decentralization: Fantasies, Failings, and Fundamentals (Paperback)

I've been doing org consulting for eighteen years, and I wanted to use this book to give a friend who is about to consider the use of decentralization in various aspects of his company. (IMHO) Most "methodologies" and topical reference books in the TQM genre contain some (proprietary) kernel of unique value - surrounded by just enough jingoist "fluff" to justify the lucrative consulting engagements and speaking gigs for the author... but this one was almost entirely fluff. This "book" practically reads like a senior term paper, meandering statements rambling on to try and reach the required word-count. What we needed here is this: "A book to guide decisions about when, where and what to decentralize, and why it sometimes makes sense, and other times does not". We need a book to explain things like economies of scale, productivity, diminished returns, ROI, TCO, Scalability, Portability, Replicability, real-empowerment v/s the credible illusion thereof... You will NOT find the answers in this book.

4.0 out of 5 stars be patient with decentralization, October 23, 2002

By A Customer

This review is from: Decentralization: Fantasies, Failings, and Fundamentals (Paperback)

Decentralization is a future path for many countries. I think you should read this book to get the message: be patient