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Organization Theory and Design With Infotrac

ISBN: 9780324156911 | 032415691X
Edition: 8th
Format: Paperback
Publisher: South-Western College Pub
Pub. Date: 7/8/2003

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SummaryTable of Contents
Richard Daft's best-selling text, Organization Theory and Design, integrates the most recent thinking about organizations, classic ideas and theories, and real world practice, in a way that is interesting and enjoyable for learners. This edition includes many updates including a new chapter on international issues and revisions of other chapters to include the most recent ideas and events. While organization studies and real world examples are insightful for understanding organizations and solve real-world problems, Daft also integrates numerou... MORE
Prefacexii
PART ONE INTRODUCTION TO ORGANIZATIONS
1(48)
Chapter One
Organizations and Organ... MORE
2(1)
A Look Inside Xerox Corporation
3(3)
Organization Theory in Action
6(3)
Topics
6(1)
Current Challenges
6(3)
Leading by Design Royal Dutch/Shell
9(1)
Purpose of This Chapter
10(1)
What is an Organization?
10(4)
Definition
11(1)
Types of Organizations
11(1)
Importance of Organizations
12(2)
Perspectives on Organizations
14(2)
Open Systems
14(1)
Organizational Configuration
15(1)
Dimensions of Organization Design
16(4)
Structural Dimensions
17(1)
Contextual Dimensions
18(2)
In Practice W. L. Gore & Associates
20(3)
Performance and Effectiveness Outcomes
22(1)
In Practice Knight Ridder
23(1)
The Evolution of Organization Theory and Design
24(3)
Historical Perspectives
24(2)
Contemporary Organization Design
26(1)
Book Mark 1.0 The Company of the Future: How the Communications Revolution Is Changing Management
27(5)
Efficient Performance Versus the Learning Organization
28(4)
In Practice Cementos Mexicanos
32(1)
Framework for the Book
32(4)
Levels of Analysis
33(1)
Plan of the Book
34(2)
Summary and Interpretation
36(2)
Chapter 1 Workbook Measuring Dimensions of Organizations
38(1)
Case for Analysis S-S Technologies, Inc. (A)---Introduction
39(2)
Case for Analysis S-S Technologies, Inc. (D)---Organizational Design
41(8)
PART TWO ORGANIZATIONAL PURPOSE AND STRUCTURAL DESIGN
49(84)
Chapter Two
Strategy, Organization Design, and Effectiveness
50(1)
A Look Inside 3M Corporation
51(1)
Purpose of This Chapter
52(1)
The Role of Strategic Direction in Organization Design
52(2)
Book Mark 2.0 Competing on the Edge: Strategy as Structured Chaos
54(1)
Organizational Purpose
55(3)
Mission
55(1)
Operative Goals
55(3)
Leading by Design Marriott
58(1)
The Importance of Goals
59(1)
A Framework for Selecting Strategy and Design
59(2)
Porter's Competitive Strategies
60(1)
In Practice Charles Schwab & Company
61(4)
Miles and Snow's Strategy Typology
62(1)
How Strategies Affect Organization Design
63(1)
Other Factors Affecting Organization Design
64(1)
Assessing Organizational Effectiveness
65(1)
Contingency Effectiveness Approaches
66(2)
Goal Approach
66(2)
In Practice Nortel
68(2)
Resource-Based Approach
69(1)
Internal Process Approach
69(1)
An Integrated Effectiveness Model
70(3)
In Practice Chrysler Corporation
73(1)
Summary and Interpretation
74(2)
Chapter 2 Workbook Identifying Company Goals and Strategies
76(1)
Case for Analysis The University Art Museum
76(3)
Case for Analysis Airstar, Inc.
79(1)
Chapter 2 Workshop Competing Values and Organizational Effectiveness
80(4)
Chapter Three
Fundamentals of Organization Structure
84(1)
A Look Inside Cunningham Motor Company
85(1)
Purpose of This Chapter
86(1)
Organization Structure
86(2)
Book Mark 3.0 Futurize Your Enterprise: Business Strategy in the Age of the E-Customer
88(1)
Information-Processing Perspective on Structure
88(2)
Vertical Information Linkages
89(1)
In Practice Oracle Corporation
90(4)
Horizontal Information Linkages
91(3)
In Practice Nissan
94(2)
Organization Design Alternatives
96(3)
Required Work Activities
96(1)
Reporting Relationships
96(1)
Departmental Grouping Options
97(2)
Functional, Divisional, and Geographical Designs
99(1)
Functional Structure
99(1)
In Practice Blue Bell Creameries, Inc.
100(3)
Functional Structure with Horizontal Linkages
101(1)
Divisional Structure
101(2)
In Practice Microsoft
103(2)
Geographical Structure
104(1)
Matrix Structure
105(3)
Conditions for the Matrix
105(2)
Strengths and Weaknesses
107(1)
In Practice Worldwide Steel
108(2)
Horizontal Structure
110(2)
Characteristics
111(1)
In Practice GE Salisbury
112(2)
Strengths and Weaknesses
113(1)
Modular Structure
114(3)
How the Structure Works
114(1)
Strengths and Weaknesses
115(2)
Hybrid Structure
117(2)
Applications of Structural Design
119(1)
Structural Alignment
119(1)
Symptoms of Structural Deficiency
120(1)
Summary and Interpretation
120(2)
Chapter 3 Workbook You and Organization Structure
122(1)
Case for Analysis C & C Grocery Stores, Inc.
123(3)
Case for Analysis Aquarius Advertising Agency
126(7)
PART THREE OPEN SYSTEM DESIGN ELEMENTS
133(108)
Chapter Four
The External Environment
134(1)
A Look Inside Guiltless Gourmet
135(1)
Purpose of This Chapter
136(1)
The Environmental Domain
136(4)
Task Environment
136(2)
General Environment
138(1)
International Context
139(1)
In Practice Ford Motor Company
140(1)
Environmental Uncertainty
140(4)
Simple---Complex Dimension
141(1)
Stable---Unstable Dimension
142(1)
Framework
142(2)
Adapting to Environmental Uncertainty
144(2)
Positions and Departments
144(1)
Buffering and Boundary Spanning
144(2)
In Practice Tommy Hilfiger
146(4)
Differentiation and Integration
146(2)
Organic Versus Mechanistic Management Processes
148(1)
Planning, Forecasting, and Responsiveness
149(1)
Leading by Design Rowe Furniture Company
150(1)
Book Mark 4.0 It's Not the Big That Eat the Small . . . It's the Fast that Eat the Slow
151(1)
Framework for Organizational Responses to Uncertainty
152(1)
Resource Dependence
153(1)
In Practice Nokia Corporation
153(1)
Controlling Environmental Resources
154(3)
Establishing Interorganizational Linkages
155(2)
Controlling the Environmental Domain
157(1)
In Practice Schering-Plough Corporation
157(2)
Organization-Environment Integrative Framework
159(1)
Summary and Interpretation
159(3)
Chapter 4 Workbook Organizations You Rely On
162(1)
Case for Analysis The Paradoxical Twins: Acme and Omega Electronics
163(7)
Chapter Five
Interorganizational Relationships
170(1)
A Look Inside U. S. Army, Anniston, Alabama, Depot
171(1)
Purpose of This Chapter
172(1)
Organizational Ecosystems
172(4)
Is Competition Dead?
173(2)
The Changing Role of Management
175(1)
Interorganizational Framework
175(1)
Resource Dependence
176(5)
From Adversaries to Partners
179(2)
In Practice Bombardier
181(1)
Book Mark 5.0 Managing Strategic Relationships: The Key to Business Success
181(1)
Population Ecology
182(3)
Organizational Form and Niche
184(1)
Process of Ecological Change
184(1)
Leading by Design Shazam---It's Magic!
185(2)
Strategies for Survival
186(1)
In Practice Starbucks Coffee
187(1)
Institutionalism
188(1)
In Practice JetBlue
188(4)
The Institutional View and Organization Design
189(1)
Institutional Similarity
190(2)
Summary and Interpretation
192(2)
Chapter 5 Workbook Management Fads
194(1)
Case for Analysis Oxford Plastics Company
195(1)
Case for Analysis Hugh Russel, Inc
196(3)
Chapter 5 Workshop Ugli Orange Case
199(5)
Chapter Six
Designing Organizations for the International Environment
204(1)
A Look Inside Starbucks
205(1)
Purpose of This Chapter
206(1)
Entering the Global Arena
206(4)
Motivations for Global Expansion
206(2)
Stages of International Development
208(1)
Global Expansion Through International Strategic Alliances
209(1)
In Practice STMicroelectronics NV
210(1)
Designing Structure to Fit Global Strategy
211(5)
Model for Global Versus Local Opportunities
211(2)
International Division
213(1)
Global Product Division Structure
214(1)
Global Geographic Division Structures
214(2)
In Practice Colgate-Palmolive Company
216(1)
Global Matrix Structure
217(1)
In Practice Asea Brown Boveri Ltd. (ABB)
217(2)
Building Global Capabilities
219(5)
The Global Organizational Challenge
219(3)
Global Coordination Mechanisms
222(2)
Cultural Differences in Coordination and Control
224(1)
National Value Systems
224(1)
Three National Approaches to Coordination and Control
224(1)
Book Mark 6.0 Cross-Cultural Business Behavior: Marketing, Negotiation and Managing Across Cultures
225(1)
The Transnational Model of Organization
226(4)
Summary and Interpretation
230(2)
Chapter 6 Workbook Made in the U.S.A.?
232(1)
Case for Analysis TopDog Software
232(1)
Case for Analysis Rhodes Industries
233(3)
Chapter 6 Workshop Comparing Cultures
236(5)
PART FOUR INTERNAL DESIGN ELEMENTS
241(116)
Chapter Seven
Manufacturing and Service Technologies
242(1)
A Look Inside French Rags
243(3)
Purpose of This Chapter
245(1)
Core Organization Manufacturing Technology
246(3)
Manufacturing Firms
246(3)
In Practice Printronix
249(2)
Flexible Manufacturing
250(1)
Book Mark 7.0 Inviting Disaster: Lessons from the Edge of Technology
251(3)
Leading by Design Dell Computer
254(1)
Core Organization Service Technology
255(3)
Service Firms
255(2)
Designing the Service Organization
257(1)
In Practice Pret A Manger
258(1)
Noncore Departmental Technology
259(3)
Variety
259(1)
Analyzability
260(1)
Framework
260(2)
Department Design
262(2)
In Practice Parkland Memorial Hospital
264(1)
Workflow Interdependence Among Departments
264(4)
Types
265(2)
Structural Priority
267(1)
Structural Implications
267(1)
In Practice Athletic Teams
268(1)
Impact of Technology on Job Design
269(3)
Job Design
269(1)
Sociotechnical Systems
270(2)
Summary and Interpretation
272(2)
Chapter 7 Workbook Bistro Technology
274(1)
Case for Analysis Acetate Department
275(9)
Chapter Eight
Information Technology and Control
284(1)
A Look Inside Progressive Insurance
285(1)
Purpose of This Chapter
286(1)
Information Technology Evolution
286(2)
Information for Decision Making and Control
288(4)
Organizational Decision-Making Systems
289(1)
Feedback Control Model
290(1)
Management Control Systems
290(2)
In Practice TNT UK
292(3)
The Balanced Scorecard
293(2)
Information as a Strategic Weapon: Networking for Internal Coordination
295(3)
Intranets
295(1)
Enterprise Resource Planning
295(2)
Knowledge Management
297(1)
Book Mark 8.0 The Myth of the Paperless Office
298(2)
In Practice DPR Construction, Inc
300(1)
Information as a Strategic Weapon: Strengthening External Relationships
301(1)
Electronic Data Interchange and Extranets
301(1)
In Practice Enterprise Rent-A-Car
302(2)
The Integrated Enterprise
303(1)
Leading by Design Corrugated Supplies
304(2)
E-Business Organization Design
305(1)
In Practice Tesco.com
306(1)
IT Impact on Organization Design
307(3)
Summary and Interpretation
310(1)
Chapter 8 Workbook Are You Fast Enough to Succeed in Internet Time?
311(2)
Case for Analysis Century Medical
313(1)
Case for Analysis Product X
314(4)
Chapter Nine
Organization Size, Life Cycle, and Decline
318(1)
A Look Inside Interpol
319(1)
Purpose of This Chapter
320(1)
Organization Size: Is Bigger Better?
320(4)
Pressures for Growth
320(1)
Dilemmas of Large Size
321(3)
Book Mark 9.0 Execution: The Discipline of Getting Things Done
324(1)
Organizational Life Cycle
325(3)
Stages of Life Cycle Development
325(3)
In Practice Yahoo!
328(3)
Organizational Characteristics During the Life Cycle
329(2)
Organizational Bureaucracy and Control
331(1)
What Is Bureaucracy?
331(1)
In Practice United Parcel Service
332(2)
Size and Structural Control
333(1)
Bureaucracy in a Changing World
334(3)
Organizing Temporary Systems for Flexibility and Innovation
335(1)
Other Approaches to Reducing Bureaucracy
336(1)
Leading by Design The Salvation Army
337(1)
Organizational Control Strategies
338(2)
Bureaucratic Control
338(1)
Market Control
339(1)
In Practice Imperial Oil Limited
340(1)
Clan Control
340(1)
In Practice Columbus Mills
341(1)
Organizational Decline and Downsizing
342(3)
Definition and Causes
343(1)
A Model of Decline Stages
343(2)
In Practice Arthur Andersen
345(2)
Downsizing Implementation
346(1)
Summary and Interpretation
347(2)
Chapter 9 Workbook Control Mechanisms
349(1)
Case for Analysis Sunflower Incorporated
350(1)
Chapter 9 Workshop Windsock, Inc
351(6)
PART FIVE MANAGING DYNAMIC PROCESSES
357(167)
Chapter Ten
Organizational Culture and Ethical Values
358(1)
A Look Inside PSS World Medical
359(2)
Purpose of This Chapter
360(1)
Organizational Culture
361(2)
What is Culture?
361(1)
Emergence and Purpose of Culture
361(1)
Interpreting Culture
362(1)
Book Mark 10.0 Good to Great: Why Some Companies Make the Leap ... And Others Don't
363(3)
Organization Design and Culture
366(3)
The Adaptability Culture
367(1)
The Mission Culture
368(1)
The Clan Culture
368(1)
In Practice MTW Corp
369(1)
The Bureaucratic Culture
369(1)
Culture Strength and Organizational Subcultures
370(1)
In Practice Pitney Bowes Credit Corporation
370(1)
Culture and the Learning Organization
371(2)
Ethical Values in Organizations
373(2)
Leading by Design Commerce Bank
375(1)
Sources of Ethical Values in Organizations
376(3)
Personal Ethics
377(1)
Organizational Culture
377(1)
Organizational Systems
378(1)
External Shareholders
378(1)
How Leaders Shape Culture and Ethics
379(2)
Values-Based Leadership
380(1)
In Practice Kingston Technology Co
381(3)
Formal Structure and Systems
381(3)
In Practice Holt Companies
384(1)
Corporate Culture and Ethics in a Global Environment
385(1)
Summary and Interpretation
386(2)
Chapter 10 Workbook Shop 'til You Drop: Corporate Culture in the Retail World
388(2)
Case for Analysis Implementing Change at National Industrial Products
390(1)
Case for Analysis Does this Milkshake Taste Funny?
391(3)
Chapter 10 Workshop The Power of Ethics
394(4)
Chapter Eleven
Innovation and Change
398(1)
A Look Inside Procter & Gamble
399(1)
Purpose of This Chapter
400(1)
Innovate or Perish: The Strategic Role of Change
400(4)
Incremental Versus Radical Change
400(2)
Strategic Types of Change
402(2)
Elements for Successful Change
404(2)
Leading by Design Google
406(1)
Technology Change
407(4)
The Ambidextrous Approach
407(1)
Techniques for Encouraging Technology Change
408(3)
In Practice Nokia
411(1)
New Products and Services
411(3)
New Product Success Rate
412(1)
Reasons for New Product Success
412(1)
Horizontal Linkage Model
413(1)
In Practice Mattel
414(2)
Achieving Competitive Advantage: The Need for Speed
415(1)
Strategy and Structure Change
416(3)
The Dual-Core Approach
417(1)
Organization Design for Implementing Administrative Change
417(2)
In Practice Hire Quality Inc.
419(1)
Culture Change
420(1)
Forces for Culture Change
420(1)
In Practice Electronic Data Systems
421(2)
OD Culture Change Interventions
422(1)
Strategies for Implementing Change
423(1)
Leadership for Change
423(1)
Book Mark 11.0 The Change Monster: The Human Forces That Fuel or Foil Corporate Transformation and Change
424(4)
Barriers to Change
426(1)
Techniques for Implementation
426(2)
Summary and Interpretation
428(2)
Chapter 11 Workbook Innovation Climate
430(2)
Case for Analysis Shoe Corporation of Illinois
432(5)
Case for Analysis Southern Discomfort
437(7)
Chapter Twelve
Decision-Making Processes
444(1)
A Look Inside Avon Products
445(1)
Purpose of This Chapter
446(1)
Definitions
446(1)
Individual Decision Making
447(3)
Rational Approach
448(2)
In Practice Alberta Consulting
450(3)
Bounded Rationality Perspective
451(2)
Leading by Design Motek
453(2)
In Practice Paramount Pictures
455(1)
Organizational Decision Making
455(1)
Management Science Approach
455(1)
In Practice National Broadcasting Company (NBC)
456(3)
Carnegie Model
458(1)
In Practice Encyclopaedia Britannica
459(4)
Incremental Decision Process Model
460(3)
In Practice Gillette Company
463(1)
The Learning Organization
464(4)
Combining the Incremental Process and Carnegie Models
464(1)
Garbage Can Model
465(3)
In Practice Casablanca
468(1)
Contingency Decision-Making Framework
469(4)
Problem Consensus
470(1)
Technical Knowledge About Solutions
470(1)
Contingency Framework
471(2)
Special Decision Circumstances
473(1)
High-Velocity Environments
473(1)
Book Mark 12.0 Winning Decisions: Getting It Right the First Time
474(2)
Decision Mistakes and Learning
475(1)
Escalating Commitment
475(1)
Summary and Interpretation
476(2)
Chapter 12 Workbook Decision Styles
478(1)
Case for Analysis Cracking the Whip
479(1)
Case for Analysis The Dilemma of Aliesha State College: Competence Versus Need
480(6)
Chapter Thirteen
Conflict, Power, and Politics
486(1)
A Look Inside Pacific Medical Center
487(1)
Purpose of This Chapter
487(1)
Intergroup Conflict in Organizations
487(4)
Sources of Conflict
489(2)
Leading by Design Advanced Cardiovascular Systems (ACS)
491(2)
Rational Versus Political Model
492(1)
Power and Organizations
493(4)
Individual Versus Organizational Power
493(1)
Power Versus Authority
494(1)
Vertical Sources of Power
494(3)
In Practice Morgan Stanley Dean Witter
497(4)
Horizontal Sources of Power
498(3)
In Practice University of Illinois
501(1)
In Practice Crystal Manufacturing
502(1)
Political Processes in Organizations
503(2)
Definition
504(1)
When is Political Activity Used?
504(1)
Using Power, Politics, and Collaboration
505(4)
Tactics for Increasing Power
506(1)
Political Tactics for Using Power
507(2)
In Practice Yahoo!
509(1)
Book Mark 13.0 Influence: Science and Practice
509(1)
Tactics for Enhancing Collaboration
510(1)
In Practice Aluminum Company of America/International Association of Machinists
510(3)
Summary and Interpretation
513(2)
Chapter 13 Workbook How Do You Handle Conflict?
515(1)
Case for Analysis The Daily Tribune
516(2)
Case for Analysis Pierre Dux
518(6)
INTEGRATIVE CASES
524(76)
It Isn't So Simple: Infrastructure Change at Royce Consulting
526(5)
Custom Chip, Inc.
531(7)
W. L. Gore & Associates, Inc., Entering 1998
538(17)
XEL Communications, Inc. (C) Forming a Strategic Partnership
555(7)
National Bank of San Francisco
562(3)
The Audubon Zoo
565(15)
Dowling Flexible Metals
580(4)
Littleton Manufacturing (A)
584(13)
Littleton Manufacturing (B)
597(3)
Glossary600(7)
Name Index607(9)
Corporate Index616(3)
Subject Index619

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