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Organization Theory and Design

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ISBN: 9780324021004 | 0324021003
Edition: 7th
Format: Paperback
Publisher: South-Western College Pub
Pub. Date: 7/7/2000

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SummaryTable of ContentsAuthor Biography
In the Seventh Edition, Richard Daft continues the approach that has made Organization Theory and Design the best-selling text in the field. Throughout the text, concepts and models from organization theory are combined with changing events in the real world to create reading that is enjoyable and up-to-date.Organization Theory and Design includes case examples, recent research, and reviews of current books, creating a complete and up-to-date presentation of organization design today.
Preface
PART 1 INTRODUCTION TO ORGANIZATIONS1(46)
Organizations and Organization Theory
2(45)
A Look Inside International Business Machines Corporation
... MORE		3(3)
Organization Theory in Action
6(2)
Topics
6(1)
Current Challenges
7(1)
New Rules for the New Economy: 10 Radical Strategies for a Connected World
8(4)
Purpose of This Chapter
11(1)
What Is an Organization
12(2)
Definition
12(1)
Importance of Organization
12(2)
Organizations as Systems
14(2)
Open Systems
14(1)
Organizational Configuration
15(1)
Dimensions of Organization Design
16(4)
Structural Dimensions
17(1)
Contextual Dimensions
18(2)
W. L. Gore & Associates
20(1)
The Evolution of Organization Theory and Design
21(8)
History
21(3)
The Changing Paradigm of Organization Design
24(1)
Efficient Performance Versus the Learning Organization
25(4)
Taking the Lead Cisco Systems: Writing the Rules for the New World of Business
29(1)
The Role of Organization Theory and Design
30(1)
Cementos Mexicanos
30(1)
Framework for the Book
31(4)
Levels of Analysis
31(2)
Plan of the Book
33(1)
Plan of Each Chapter
33(2)
Summary and Interpretation
35(12)
Workbook Measuring Dimensions of Organizations
37(1)
Case for Analysis SS Technologies Inc. (A)---Introduction
38(2)
Case for Analysis SS Technologies Inc. (D)---Organizational Design
40(7)
PART 2 ORGANIZATIONAL PURPOSE AND STRUCTURAL DESIGN47(80)
Strategy, Organization Design, and Effectiveness
48(36)
A Look Inside Danone Group
49(1)
Top Management Strategic Direction
50(2)
Competing on the Edge: Strategy as Structured Chaos
52(1)
Organizational Purpose
52(5)
Mission
53(1)
Operative Goals
53(2)
Importance of Goals
55(2)
Summary
57(1)
Taking the Lead Shooting for the Stars
57(1)
Organizational Strategies and Design
57(1)
Porter's Competitive Strategies
58(1)
Starbuck Coffee Co.
58(6)
Miles and Snow's Strategy Typology
60(1)
How Strategies Affect Organization Design
61(2)
Other Factors Affecting Organization Design
63(1)
Organizational Effectiveness
64(1)
Contingency Effectiveness Approaches
64(3)
Goal Approach
65(2)
White House Office of National Drug Control Policy
67(2)
Resource-Based Approach
67(1)
Internal Process Approach
68(1)
Balanced Effectiveness Approaches
69(1)
Stakeholder Approach
69(1)
Delta Air Lines
70(3)
Competing Values Approach
71(2)
Summary and Interpretation
73(11)
Workbook Identifying Company Goals and Strategies
76(1)
Case for Analysis The University Art Museum
76(3)
Case for Analysis Airstar, Inc.
79(1)
Workshop Competing Values and Organizational Effectiveness
80(4)
Fundamentals of Organization Structure
84(43)
A Look Inside NeoData
85(1)
Organization Structure
86(1)
Information-Processing Perspective on Structure
87(5)
Vertical Information Linkages
88(1)
Horizontal Information Linkages
89(3)
American Standard Companies
92(2)
Organization Design Alternatives
94(2)
Defined Work Activities
94(1)
Reporting Relationships
94(1)
Departmental Grouping Options
95(1)
Functional, Divisional, and Geographical Designs
96(1)
Functional Structure
96(1)
Blue Bell Creameries, Inc.
97(3)
Functional Structure with Horizontal Linkages
98(1)
Divisional Structure
99(1)
Microsoft Corp
100(2)
Geographical Structure
101(1)
Matrix Structure
102(3)
Conditions for the Matrix
103(1)
Strengths and Weaknesses
104(1)
Worldwide Steel
105(1)
Horizontal Structure
106(2)
The Boundaryless Organization: Breaking the Chains of Organizational Structure
108(2)
Characteristics
108(2)
Xerox
110(2)
Strengths and Weaknesses
110(2)
Hybrid Structure
112(2)
Applications of Structural Design
114(2)
Structural Contingencies
114(1)
Structural Alignment
115(1)
Symptoms of Structural Deficiency
115(1)
Summary and Interpretation
116(11)
Workbook You and Organization Structure
119(1)
Case for Analysis C & C Grocery Stores, Inc.
119(3)
Case for Analysis Aquarius Advertising Agency
122(5)
PART 3 OPEN SYSTEM DESIGN ELEMENTS127(149)
The External Environment
128(36)
A Look Inside Barnes & Noble
129(1)
The Environmental Domain
130(5)
Task Environment
131(1)
General Environment
132(1)
International Context
133(2)
Wal-Mart
135(1)
Environmental Uncertainty
136(3)
Simple-Complex Dimension
136(1)
Stable-Unstable Dimension
137(1)
Framework
137(2)
Adapting to Environmental Uncertainty
139(1)
Positions and Departments
139(1)
Buffering and Boundary Spanning
139(1)
Open Boundaries: Creating Business Innovation Through Complexity
140(2)
Tommy Hilfiger
142(3)
Differentiation and Integration
142(2)
Organic Versus Mechanistic Management Processes
144(1)
Taking the Lead Rowe Furniture Company
145(1)
Planning and Forecasting
146(1)
Framework for Organizational Responses to Uncertainty
146(1)
Resource Dependence
146(2)
Controlling Environmental Resources
148(3)
Establishing Interorganizational Linkages
148(3)
Toshiba
151(4)
Controlling the Environmental Domain
151(3)
Organization-Environment Integrative Framework
154(1)
Summary and Interpretation
155(9)
Workbook Organizations You Rely On
157(1)
Case for Analysis The Paradoxical Twins: Acme and Omega Electronics
158(6)
Interorganizational Relationships
164(34)
A Look Inside Cisco Systems
165(1)
Organizational Ecosystems
166(3)
Is Competition Dead?
167(1)
The Changing Role of Management
167(2)
The Trillion-Dollar Enterprise: How the Alliance Revolution Will Transform Global Business
169(2)
Interorganizational Framework
170(1)
Resource Dependence
171(1)
Resource Strategies
171(1)
Power Strategies
172(1)
Collaborative Networks
172(2)
International Origins
173(1)
Toyota Motor Corporation
174(2)
From Adversaries to Partners
174(2)
Empire Equipment Company
176(1)
Population Ecology
177(1)
Taking the Lead Volkswagen
177(5)
Organizational Form and Niche
179(1)
Process of Ecological Change
180(1)
Strategies for Survival
181(1)
Charles Schwab Corp
182(1)
Institutionalism
182(4)
Institutional Similarity
184(2)
Summary and Interpretation
186(12)
Workbook Management Fads
189(1)
Case for Analysis Hugh Russel, Inc.
189(3)
Workshop Ugli Orange Case
192(6)
Manufacturing and Service Technologies
198(40)
A Look Inside French Rags
199(2)
Organization-Level Manufacturing Technology
201(3)
Manufacturing Firms
201(3)
Northeast Utilities and Boston Edison Company
204(2)
Computer Integrated Manufacturing
205(1)
Lean Thinking: Banish Waste and Create Wealth in Your Corporation
206(3)
Organization-Level Service Technology
209(2)
Service Firms
210(1)
Taking the Lead Deere & Co.
211(1)
Capital Protection Insurance Services
212(2)
Designing the Service Organization
213(1)
Departmental Technology
214(3)
Variety
214(1)
Analyzability
214(1)
Framework
215(2)
Department Design
217(2)
``M*A*S*H'' Versus ``E.R.''
219(1)
Workflow Interdependence Among Departments
219(4)
Types
219(2)
Structural Priority
221(1)
Structural Implications
222(1)
Athletic Teams
223(1)
Impact of Technology on Job Design
224(3)
Job Design
224(1)
Sociotechnical Systems
225(2)
Summary and Interpretation
227(11)
Workbook Bistro Technology
229(2)
Case for Analysis Acetate Department
231(7)
Information Technology and Knowledge Management
238(38)
A Look Inside Weyerhaeuser Company
239(1)
Information Technology Evolution
240(5)
Operations and Business Resource Applications
241(2)
Information Technology as a Strategic Weapon
243(2)
Turner Industries Ltd.
245(1)
Strategic Use of Information Technology
245(4)
Low-Cost Leadership
246(1)
Differentiation
247(2)
Nike, Inc.
249(2)
E-commerce
249(2)
New Options for Organization Design
251(1)
Dynamic Network Structure
252(1)
Monorail
252(4)
Interorganizational Relationships
253(2)
IT Impact on Organization Design
255(1)
Business @ the Speed of Thought: Using a Digital Nervous System
256(1)
Knowledge Management
257(1)
What is Knowledge?
258(1)
Approaches to Knowledge Management
259
DPR Construction, Inc.
258(6)
Mechanisms for Explicit Knowledge Management
261(1)
Mechanisms for Tacit Knowledge Management
262(2)
Taking the Lead Creating Knowledge at Novartis
264(2)
Leveraging Professional Knowledge and Expertise
266(1)
Summary and Interpretation
266(10)
Workbook Are You Fast Enough to Succeed in Internet Time?
269(1)
Case for Analysis Century Medical
270(2)
Case for Analysis Product X
272(4)
PART 4 INTERNAL DESIGN ELEMENTS276(121)
Organization Size, Life Cycle, and Control
278(34)
A Look Inside Oxford Health Plans
279(1)
Organization Size: Is Bigger Better?
280(4)
Pressures for Growth
280(1)
Large Versus Small
281(3)
Organizational Life Cycle
284(1)
Stages of Life Cycle Development
284(1)
The Alchemy of Growth: Practical Insights for Building the Enduring Enterprise
285(2)
Biogen Inc
287(2)
Organizational Characteristics During the Life Cycle
288(1)
Organizational Bureaucracy and Control
289(2)
What is Bureaucracy?
289(1)
Size and Structural Control
290(1)
Bureaucracy in a Changing World
291(2)
Dynamic Control Systems
293(3)
Bureaucratic Control
293(3)
TNT UK
296(1)
Market Control
296(1)
Taking the Lead E-Commerce Metrics
297(1)
Imperial Oil Limited
298(1)
Clan Control
298(1)
Columbus Mills
299(3)
The Balanced Scorecard
300(2)
Summary and Interpretation
302(10)
Workbook Control Mechanisms
304(1)
Case for Analysis Sunflower Incorporated
305(2)
Windsock, Inc
307(5)
Organizational Culture and Ethical Values
312(38)
A Look Inside SAS Institute
313(1)
Organizational Culture
314(5)
What Is Culture?
314(1)
Emergence and Purpose of Culture
314(1)
Interpreting Culture
315(4)
Organizational Design and Culture
319(3)
The Adaptability/Entrepreneurial Culture
319(1)
The Mission Culture
320(1)
The Clan Culture
320(1)
The Bureaucratic Culture
321(1)
Culture Strength and Organizational Subcultures
321(1)
Pitney Bowes Credit Corporation
322(1)
Culture and the Learning Organization
322(1)
Taking the Lead Trilogy Software Inc
323(2)
Netscape Communications Corp.
325(1)
Ethical Values in Organizations
326(1)
Built to Last: Successful Habits of Visionary Companies
326(2)
Sources of Ethical Values in Organizations
328(3)
Personal Ethics
329(1)
Organizational Culture
329(1)
Organizational Systems
330(1)
External Stakeholders
330(1)
How Leaders Shape Culture and Ethics
331(1)
Values-Based Leadership
332(1)
Herman Miller
332(3)
Formal Structure and Systems
333(2)
Holt Companies
335(1)
Corporate Culture in a Global Environment
336(1)
Summary and Interpretation
337(13)
Workbook Shop 'til You Drop: Corporate Culture in the Retail World
339(2)
Case for Analysis Implementing Change at National Industrial Products
341(1)
Case for Analysis Does This Milkshake Taste Funny?
342(8)
Innovation and Change
350(47)
A Look Inside 3M
351(1)
Innovate or Perish: The Strategic Role of Change
352(3)
Incremental Versus Radical Change
353(2)
Progressive Corporation
355(4)
Strategic Types of Change
355(2)
Elements for Successful Change
357(2)
Cadwalader, Wickersham, and Taft
359(1)
Technology Change
360(4)
The Ambidextrous Approach
360(1)
Techniques for Encouraging Technology Change
361(3)
The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail
364(1)
New Products and Services
365(3)
New Product Success Rate
365(1)
Reasons for New Product Success
366(1)
Horizontal Linkage Model
366(2)
Kellogg
368(1)
Achieving Competitive Advantage with Rapid Product Innovation
368(1)
Strategy and Structure Change
369(3)
The Dual-Core Approach
370(2)
Hire Quality, Inc.
372(1)
Culture Change
373(3)
Reengineering and Horizontal Organization
373(1)
Total Quality Management
374(1)
The Learning Organization
374(1)
OD Culture Change Interventions
375(1)
Strategies for Implementing Change
376(1)
Leadership for Change
377(1)
Taking the Lead U.S. Agriculture Department's Animal and Plant Health Inspection Service
377(4)
Barriers to Change
378(1)
Techniques for Implementation
379(2)
Summary and Interpretation
381(16)
Workbook Innovation Climate
384(2)
Case for Analysis Shoe Corporation of Illinois
386(5)
Case for Analysis Southern Discomfort
391(6)
PART 5 MANAGING DYNAMIC PROCESSES397(144)
Decision Making Processes
398(42)
A Look Inside White Rose Nursery and Crafts
399(1)
Definitions
400(1)
Taking the Lead At US West, Information is Power
401(1)
Individual Decision Making
402(3)
Rational Approach
403(2)
Alberta Manufacturing
405(3)
Bounded Rationality Perspective
406(2)
The Dynamic Decisionmaker
408(1)
Paramount Pictures Corporation
409(1)
Organizational Decision Making
410(1)
Management Science Approach
410(1)
The SABRE Group
411(3)
Carnegie Model
412(2)
Encyclopaedia Britannica
414(4)
Incremental Decision Process Model
415(3)
Gillette Company
418(1)
The Learning Organization
419(4)
Combining the Incremental Process and Carnegie Models
419(1)
Garbage Can Model
420(3)
Casablanca
423(1)
Contingency Decision-Making Framework
424(3)
Problem Consensus
424(1)
Technical Knowledge About Solutions
424(1)
Contingency Framework
424(3)
Special Decision Circumstances
427(3)
High-Velocity Environments
428(1)
Decision Mistakes and Learning
428(1)
Escalating Commitment
429(1)
Summary and Interpretation
430(10)
Workbook Decision Styles
432(1)
Case for Analysis Cracking the Whip
433(2)
Case for Analysis The Dilemma of Aliesha State College: Competence Versus Need
435(5)
Conflict, Power, and Politics
440(40)
A Look Inside Pacific Medical Center
441(1)
What Is Intergroup Conflict?
442(1)
Why Conflict Exists
443(2)
Taking the Lead GE Plastics/Borg-Warner
445(2)
Individual Versus Organizational Power
447(1)
Power Versus Authority
447(1)
The 48 Laws of Power
448(1)
Vertical Sources of Power
449(3)
Xerox
452(1)
Horizontal Sources of Power
453(3)
Strategic Contingencies
453(1)
Power Sources
454(2)
University of Illinois
456(1)
Crystal Manufacturing
457(1)
Political Processes in Organizations
458(2)
Definition
459(1)
When Is Political Activity Used?
459(1)
Using Power, Politics, and Collaboration
460(3)
Tactics for Increasing Power
460(2)
Political Tactics for Using Power
462(1)
Halifax Business Machines
463(1)
Tactics for Enhancing Collaboration
464(1)
Aluminum Company of America/International Association of Machinists
464(4)
Summary and Interpretation
468(12)
Workbook How Do You Handle Conflict
470(2)
Case for Analysis The Daily Tribune
472(2)
Case for Analysis Pierre Dux
474(6)
Contemporary Trends In Organization Design
480(61)
A Look Inside Kalahari Bushmen
481(1)
The Global Environment
482(1)
Attributes of Organizational Excellence
483(4)
Taking the Lead Host Universal
487(1)
Designs for the Global Arena
488(1)
Stages of International Development
488(1)
The Living Company: Habits for Survival in a Turbulent Business Environment
489(3)
International Strategic Alliances
490(1)
Global Work Teams
491(1)
Structural Designs for Global Operations
492(4)
Model for Global Versus Local Opportunities
492(2)
International Division
494(1)
Global Product Division Structure
495(1)
Global Geographic Division Structure
496(1)
Dow Chemical
496(1)
Global Matrix Structure
497(1)
Asea Brown Boveri (ABB)
497(1)
Transnational Model
498(3)
The Trend Toward Empowerment
501(2)
Reasons for Empowerment
502(1)
Monarch Marking Systems
503(3)
Elements of Empowerment
504(1)
Empowerment Applications
505(1)
Leading the Change Toward Learning Organizations
506(2)
Transformational Leadership
507(1)
Corsair Communications Inc.
508(1)
Assessing the Impact of Top Leadership
509(3)
Experiments with Top-Management Teams
509(1)
Succession and Adaptation
510(1)
Succession and Performance
511(1)
Managing Organizational Decline
512(3)
Definition and Causes
513(1)
A Model of Decline Stages
514(1)
Mudge, Rose, Guthrie, Alexander & Ferdon
515(1)
Summary and Interpretation
516(25)
Workbook Creating a Learning Organization
516(4)
Case for Analysis W.L. Gore & Associates, Inc.: Entering 1998
520(21)
INTEGRATIVE CASES541(64)
1.0 Custom Chip, Inc.
543(7)
2.0 Microsoft: Adapting to New Challenges
550(10)
3.1 Littleton Manufacturing (A)
560(13)
3.2 Littleton Manufacturing (B)
573(3)
4.0 XEL Communications, Inc. (C): Forming a Strategic Partnership
576(7)
5.0 National Bank of San Francisco
583(3)
6.0 The Audubon Zoo, 1993
586(14)
7.0 Dowling Flexible Metals
600(5)
Glossary605(8)
Name Index613(10)
Corporate Name Index623(4)
Subject Index627
Richard Daft received his M.B.A. and Ph.D. from the University of Chicago. He is the Ralph Owen Professor of Management at Vanderbilt University

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