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Organization Theory : A Strategic Approach

ISBN: 9780205152742 | 0205152740
Format: Hardcover
Publisher: Prentice Hall
Pub. Date: 2/1/1996

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SummaryTable of Contents
Created for undergraduate and graduate courses in Organizational Theory, Organizations, and Management of Organizations. This book takes a strategic systems approach an approach that focuses on how managers structure and operate organizations so that they are efficient and effective. The focus of the revision is (1) a simplified writing style, one that presents theories in an easily understood manner, and then applies them, and (2) a significant updating of content.
Clearly written and well-organized, this book tak... MORE
Prefacexi
PART One Introduction1(52)
Organizational Theory and the Manager
3(27)
... MORE
Case: Thrifty Hardware Company: On-the-Job Training
3(3)
Organizations
6(1)
Organizational Challenges
6(6)
Organizations: A Definition
9(3)
Organization as Systems
12(4)
Closed and Open Systems
14(2)
A Strategic Systems Approach
16(2)
Organization Theory and Managerial Practice
18(1)
A Brief History of Organizational Theory
19(3)
Division of Labor
19(1)
Weber and the Rules of Bureaucracy
19(1)
The Classical School
20(1)
The Human Relations School
21(1)
The Contingency School
22(1)
Contemporary Perspectives
22(2)
Organizational Economics
22(1)
Institutional Theory
23(1)
Cultural Perspectives
23(1)
Ecological Perspectives
24(1)
Book Plan
24(1)
Questions for Discussion
25(1)
Case: Five Rings for Atlanta
25(2)
Questions for Discussion
27(1)
References
27(3)
Structure and Design---Basic Organizational Building Blocks
30(23)
Case: A Limited View
30(2)
The Nature of Structure and Design
32(3)
Structure versus Design
33(1)
Formal versus Informal Organization
33(2)
Differentiation and Integration: Key Elements of Structure
35(14)
Nature and Process of Differentiation
35(5)
Current Trends in Differentiation
40(1)
The Role of Integration
41(1)
Formalization
42(1)
Centralization: The Decision---Making Locus
43(1)
Span of Control
44(1)
Standardization
45(1)
Nonstructural Means for Integration
46(2)
Putting it All Together: Mechanistic and Organic Organizations
48(1)
Summary
49(1)
Questions for Discussion
49(1)
Case: Shoot the Moon
50(1)
Questions for Discussion
51(1)
References
51(2)
PART TWO THE CONTEXT OF ORGANIZATIONS53(157)
Organizational Goals and Effectiveness
55(32)
Case: More than Just Ice Cream
55(2)
Organizational Goals and Effectiveness
57(1)
Goals and Their Attainment
57(3)
Primary and Secondary Beneficiaries
58(1)
Short-and Long-Term Goals
59(1)
Goals at the Highest Level: The Organization's Mission
60(2)
Goals for Action: Operative Goals
62(10)
Ethical Principles
64(3)
Purposes of Goals and Objectives
67(2)
Managing Goals and Objectives
69(3)
Managing Goals: Summary and Recap
72(1)
Effectiveness
72(7)
Summary
79(1)
Questions for Discussion
80(1)
Case: Blue Light Special
81(2)
Questions for Discussion
83(1)
References
84(3)
The Global Environment for Organizations
87(30)
Case: Take a Hike
87(3)
The Global Environment for Organizations
90(1)
The Nature of the General Organizational Environment
91(16)
Industry Sector
93(4)
Cultural Sector
97(2)
Legal and Political Sector
99(2)
Economic Sector
101(2)
Technology Sector
103(1)
Human Resources Sector
104(1)
Physical Resources Sector
105(1)
Consumer and Client Sector
106(1)
Sectors of the Environment: A Recapitulation
107(1)
Environmental Complexity, Change, and Munificence
107(2)
Environmental Complexity
107(1)
Environmental Change
108(1)
Munificence
108(1)
Contemporary Environments
109(1)
Summary
109(1)
Questions for Discussion
110(1)
Case: Take out the Trash
111(2)
Questions for Discussion
113(1)
References
114(3)
Managing the Environment
117(36)
Case: Would You Like Fries with Your Order?
117(3)
Managing the Environment
120(1)
Knowing the Environment
121(4)
Environmental Scanning
123(2)
Boundary Permeability, Resilience, and Maintenance
125(2)
Environmental Uncertainty and Dependence
127(1)
Adapting to the Environment
128(6)
Forecasting and Strategic Planning
129(1)
Withdrawal: Protecting the Organizational Core
130(1)
Differentiation and Integration
131(1)
Structuring for the Environment
132(1)
Imitation
133(1)
Controlling the Environment
134(11)
Niche or Domain Selection
134(1)
Linkage Strategies
135(10)
Summary
145(2)
Questions for Discussion
147(1)
Case: Butt Out
148(1)
Questions for Discussion
149(1)
References
149(4)
Organizational Technology
153(29)
Case: ``Help You with Your Luggage?''
153(2)
Organizational Technology
155(1)
What is Technology?
156(1)
Organization-Level Technology: The Technical Core
157(2)
Unit or Small Batch
159(1)
Mass or Large Batch
159(1)
Continuous Process or Flow
159(1)
Core Technology and Structure
159(2)
Service as a Core Technology
161(3)
Managing Service Technology
163(1)
Recent Advancements in Manufacturing Technology
164(2)
Core Technology: A Summary
166(1)
Work Unit or Departmental Technology
167(3)
Work Flow and Technological Interdependence
170(3)
Mediating Technology
170(1)
Long-Linked Technology
171(1)
Intensive Technology
171(2)
Task Design and Technology: Sociotechnical Systems
173(3)
Fitting People to Jobs: The Traditional Industrial Ethic
174(1)
Fitting Jobs to People: The Postindustrial Society
175(1)
Sociotechnical Systems: A Middle Ground?
175(1)
Summary
176(1)
Questions for Discussion
177(1)
Case: It's Not Whether You Win or Love...
177(1)
Questions for Discussion
177(2)
References
179(3)
Organizational Size, Growth, and Life Cycles
182(28)
Case: A Penney for Your Thoughts
182(2)
Organizational Size, Growth, and Life Cycles
184(1)
What is Organizational Size?
185(3)
Where Organizations Tend to Grow First
188(1)
Why Grow? The Mixed Blessing of Large Organizational Size
189(3)
Growth, Competitive Advantage, and Survival
190(2)
What Happens When Organization Size Increases: Life Cycles
192(8)
Organizational Birth
193(2)
Emergent Structure
195(1)
The Formal Organization
195(2)
``Dinosaurs'' and Turnarounds
197(2)
Organizational Decline
199(1)
Advantages of Small Size: A Trend for the Future
200(3)
Downsizing
201(1)
Redesign
202(1)
Virtual Organization
202(1)
Coordination and Control: Changing the Culture
203(1)
Summary
203(1)
Questions for Discussion
204(1)
Case: Fading Memories
205(1)
Questions for Discussion
206(1)
References
206(4)
PART THREE MANAGING THE ORGANIZATIONAL CONTEXT210(52)
Patterns of Strategic Organizational Design
211(28)
Case: Where Have the Pyramids Gone?
211(2)
Patterns of Strategic Organizational Design
213(1)
Bases for Organization Design
214(10)
Functional Grouping
214(2)
Output Grouping: Products, Markets, and Geography
216(3)
Combining Function and Output: Hybrid and Matrix Designs
219(5)
Organizations for the Twenty-First Century: Evolving Designs
224(6)
The Virtual Organization
225(1)
The Federal Organization
226(4)
Characteristics of Effective Structures
230(3)
Efficiency
231(1)
Innovation
231(1)
Flexibility and Adaptiveness
232(1)
Facilitation of Individual Performance and Development
232(1)
Facilitation of Coordination and Communication
232(1)
Facilitation of Strategy Formulation and Implementation
233(1)
Summary
233(1)
Questions for Discussion
234(1)
Case: Now You See It, Now You Don't
235(1)
Questions of Discussion
236(1)
References
236(3)
Organizational Governance and Control
239(23)
Case: Fire Up the Grill
239(2)
Organizational Governance and Control
241(1)
Agency Theory and Transaction Cost Economics
242(1)
The Nature of the Problem of Organizing
243(5)
Bounded Rationality
244(1)
Opportunism
244(1)
Information Asymmetry
245(1)
Asset Specificity
245(2)
Asset Specificity
247(1)
Small Numbers
247(1)
Mechanisms for Organizational Governance
248(5)
Contracting and Monitoring to Reduce Agency Costs
249(1)
Boards of Directors and Control
249(3)
Markets as Disciplinary Forces
252(1)
Transaction Costs and the Efficient Boundaries of the Firm
253(3)
Market Control
253(1)
Bureaucratic Control
254(1)
Clan Control
255(1)
Summary
256(1)
Questions for Discussion
256(1)
Case: Sweet Tooth
257(2)
Questions for Discussion
259(1)
References
259(3)
PART FOUR ORGANIZATIONAL PROCESSES262(124)
Organizational Culture
263(31)
Case: Put on Your Makeup
263(2)
Organizational Culture
265(1)
Culture Defined
265(1)
The Formation of Culture
266(5)
Schein's Stages of Culture Formation
267(2)
Scholz's Typology of Culture Formation
269(1)
Fombrun's Levels of Culture
270(1)
Louis's Multiple Cultures
271(1)
International Cultural Considerations
271(2)
Thick and Thin Cultures
273(1)
Cultural Indicators and Manifestations
274(5)
Rites, Rituals, and Ceremonies
274(1)
Symbols and Slogans
274(1)
Language
275(1)
Myths and Stories
276(1)
Physical Environment
277(2)
Effects of Culture on Organizations
279(2)
Culture and Competitive Advantage
281(1)
The Culture Audit
282(3)
The Informal Culture Audit
282(1)
The Formal Culture Audit
283(2)
Culture Change
285(1)
Culture and Strategy
286(1)
Summary
287(1)
Questions for Discussion
288(1)
Case: Flying High at Southwest Airlines
289(1)
Questions for Discussion
290(1)
References
291(3)
Information and Organizational Decision Making
294(33)
Case: Midwest City University Rebuilds its Stadium
294(3)
The Value of Information
297(9)
Relevance of Information
297(1)
Quality of Information
298(1)
Information Richness
299(2)
Quantity of Information
301(3)
Timeliness of Information
304(1)
Accessibility of Information
304(1)
Symbolic Value of Information
305(1)
Systems for Managing Information
306(4)
The Information Process
306(4)
Managing the Information Process
310(4)
Characteristics of an Effective MIS
310(1)
The Evolution of MIS
311(3)
Information and the Decision-Making Process
314(6)
Rational Decision Making
314(1)
Bounded Rational Decision Making
315(1)
Garbage Can Decision Making
316(4)
Information Technology and the Modern Organization
320(1)
Summary
321(1)
Questions for Discussion
322(1)
Case: Sick Call
322(2)
Questions for Discussion
324(1)
References
324(3)
Power and Politics: Organizations as Political Entities
327(29)
Case: Power Play
327(2)
Power and Politics: Organizations as Political Entities
329(1)
The Nature of Power and Authority
329(12)
Authority
330(1)
Foundations of Authority
331(2)
Power
333(1)
The French and Raven Power Typology
334(4)
Dependency, Critical Contigencies, and Power
338(3)
How to Assess Power
341(2)
Power Determinants as Indicators of Power
341(1)
Power Consequences
342(1)
Power Symbols
342(1)
Representational Indicators of Power
343(1)
The Use of Power in Organizations
343(1)
The Stickiness of Power
344(1)
Power and Politics
345(5)
Politics Defined
346(1)
The Rational and Political Nature of Organizations: A Summary
347(3)
Summary
350(1)
Questions for Discussion
351(1)
Case: Dartboard
351(2)
Questions for Discussion
353(1)
References
353(3)
Innovation, Strategic Change, and Organizational Learning
356(30)
Case: Shack Attack
356(2)
The Concept of Change
358(1)
The Dilemma of Organizational Change
359(1)
The Change Process
360(3)
Initiating Change
363(2)
Types of Organizational Change
365(9)
Goals and Strategy
365(1)
People
365(1)
Products and Services
366(1)
Technology
367(3)
Organizational Development
370(1)
Structure and Design Change
371(1)
Culture Change
372(2)
Organizational Learning
374(2)
Facilitating Change
376(1)
Top Management Support
376(1)
Structural Support
376(1)
Champions
376(1)
Communication
377(1)
Resources
377(1)
Summary
377(2)
Questions of Discussion
379(1)
Case: Forward, March!
379(2)
Questions for Discussion
381(1)
References
381(5)
PART FIVE INTEGRATIVE CASES386(77)
Case 1 Wal-Mart Stores, Inc.: So Help Me Sam!
387(20)
Case 2 Daewoo Group
407(14)
Case 3 General Motors: From Riches to Rags to ...
421(12)
Case 4 IBM: The Elephant Learns to Dance
433(13)
Case 5 Eastman Kodak Responds to a Changing Environment
446(17)
Name Index463(6)
Subject Index469

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