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Organizational Theory and Design

ISBN: 9780538879026 | 0538879025
Edition: 1st
Format: Paperback
Publisher: South-Western College Pub
Pub. Date: 8/6/1997

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SummaryTable of Contents
This market leading text presents the most recent thinking about organizations in a way that is interesting and enjoyable. It continues to integrate new concepts and models from organization theory with changing events in the real world of organizations to provide the most up-to-date view of organizations available.
Prefacexi
part one Introduction to Organizations1(42)
chapter one Organizations and Organization Theory
2(41)
A Look Inside Interna... MORE
3(3)
Organization Theory in Action
6(1)
Topics
6(1)
Current Challenges
6(1)
Book Mark 1.0: Sacred Cows Make the Best Burgers: Paradigm-Busting Strategies for Developing Change-Ready People and Organizations
7(4)
Purpose of This Chapter
10(1)
What Is an Organization?
11(2)
Definition
11(1)
Importance of Organizations
11(2)
Organizations as Systems
13(2)
Open Systems
13(1)
Chaos Theory
14(1)
Organizational Subsystems
14(1)
Dimensions of Organization Design
15(4)
Structural Dimensions
15(3)
Contextual Dimensions
18(1)
In Practice 1.1: W.L. Gore & Associates
19(1)
What Is Organization Theory?
20(4)
History
21(1)
The Postmodern Organization Paradigm
22(1)
Contingency
23(1)
The New Paradigm: Chrysler's New Castle Plant
24(1)
Multiple Perspectives of Organization Theory
24(2)
Rational-Contingency Perspective
25(1)
Radical-Marxism Perspective
25(1)
Transaction-Cost Economics Perspective
25(1)
What Organization Theory Can Do
26(1)
In Practice 1.2: Xerox
26(1)
Framework for the Book
27(3)
Levels of Analysis
27(1)
Plan of the Book
28(2)
Plan of Each Chapter
30(1)
Summary and Interpretation
30(2)
Chapter One Workbook: Measuring Dimensions of Organizations
32(1)
Case for Analysis: S-S Technologies Inc. (A)--Introduction
33(3)
Case for Analysis: S-S Technologies Inc. (D)--Organizational Design
36(7)
part two The Open System43(74)
chapter two Strategic Management and Organizational Effectiveness
44(36)
A Look Inside Marmot Mountain
45(1)
Top Management Strategic Direction
46(2)
Organizational Goals
48(3)
Mission
48(1)
Operative Goals
48(2)
Purposes of Goals
50(1)
Book Mark 2.0: What America Does Right: Learning from Companies That Put People First
51(2)
Summary
52(1)
Organizational Strategies
53(1)
Porter's Competitive Strategies
53(1)
In Practice 2.1: Delta Airlines
54(4)
Strategies for Organizational Excellence
55(3)
The New Paradigm: Springfield Remanufacturing Corporation
58(1)
Organizational Effectiveness
58(1)
Traditional Effectiveness Approaches
59(2)
Goal Approach
60(1)
In Practice 2.2: Granite Rock Company
61(3)
System Resource Approach
62(1)
Internal Process Approach
63(1)
Contemporary Effectiveness Approaches
64(1)
Stakeholder Approach
64(1)
In Practice 2.3: Safeway, Inc.
65(3)
Competing Values Approach
65(3)
In Practice 2.4: Ford Motor Company
68(1)
Summary and Interpretation
69(2)
Chapter Two Workbook: Identifying Company Goals and Strategies
71(1)
Case for Analysis: The University Art Museum
72(3)
Case for Analysis: Quality Circle Consequence
75(1)
Chapter Two Workshop: Competing Values and Organizational Effectiveness
76(4)
chapter three The External Environment
80(37)
A Look Inside AT&T
81(1)
The Environmental Domain
82(5)
Task Environment
83(1)
General Environment
84(1)
International Context
85(2)
In Practice 3.1: General Electric
87(1)
Environmental Uncertainty
87(3)
Simple-Complex Dimension
88(1)
Stable-Unstable Dimension
88(1)
Framework
89(1)
Adapting to Environmental Uncertainty
90(1)
Positions and Departments
90(1)
Book Mark 3.0: Hypercompetition: Managing the Dynamics of Strategic Maneuvering
91(2)
Buffering and Boundary Spanning
91(2)
In Practice 3.2: Characters, Inc.
93(3)
Differentiation and Integration
93(2)
Organic Versus Mechanistic Management Processes
95(1)
The New Paradigm: Arizona Public Service Company
96(1)
Institutional Imitation
96(1)
Planning and Forecasting
97(1)
Framework for Organizational Responses to Uncertainty
97(1)
Resource Dependence
98(1)
Controlling Environmental Resources
99(3)
Establishing Interorganizational Linkages
100(2)
In Practice 3.3: Toshiba
102(4)
Controlling the Environmental Domain
103(2)
Organization-Environment Integrative Framework
105(1)
Summary and Interpretation
106(2)
Chapter Three Workbook: Organizations You Rely On
108(1)
Case for Analysis: The Paradoxical Twins: Acme and Omega Electronics
109(2)
Chapter Three Workshop: The External Environment
111(6)
part three Organization Structure and Design117(166)
chapter four Manufacturing, Service, and Advanced Information Technologies
118(42)
A Look Inside French Rags
119(2)
Organization-Level Technology
121(4)
Manufacturing Firms
121(4)
Book Mark 4.0: Lean Thinking: Banish Waste and Create Wealth in Your Corporation
125(1)
In Practice 4.1: Northeast Utilities and Boston Edison Company
125(7)
Computer-Integrated Manufacturing
126(4)
Service Firms
130(2)
The New Paradigm: Progressive Corp.
132(1)
Departmental Technology
133(2)
Variety
133(1)
Analyzability
133(1)
Framework
134(1)
Department Design
135(2)
In Practice 4.2: "M*A*S*H" versus "E.R."
137(1)
Workflow Interdependence Among Departments
138(3)
Types
138(2)
Structural Priority
140(1)
Structural Implications
140(1)
In Practice 4.3: Athletic Teams
141(1)
Advanced Information Technology
142(4)
Management Implications
144(1)
Organization Design
145(1)
In Practice 4.4: Taco Bell
146(1)
Workplace Culture
146(1)
Impact of Technology on Job Design
146(2)
Job Design
147(1)
Sociotechnical Systems
147(1)
Summary and Interpretation
148(3)
Chapter Four Workbook: Bistro Technology
151(2)
Case for Analysis: Acetate Department
153(7)
chapter five Organization Size, Life Cycle, and Decline
160(40)
A Look Inside Matsushita Electric
161(1)
Organization Size: Is Bigger Better?
162(3)
Pressures for Growth
162(1)
Large Versus Small
163(2)
Organization Size and Bureaucracy
165(1)
What Is Bureaucracy?
165(1)
The New Paradigm: Carrier Corporation
166(1)
Bases of Authority
167(1)
Size and Structural Characteristics
167(2)
Formalization
168(1)
Decentralization
168(1)
Complexity
168(1)
In Practice 5.1: United Parcel Service
169(3)
Personnel Ratios
170(2)
Bureaucracy in a Changing World
172(1)
Organizational Life Cycle
173(1)
Stages of Life Cycle Development
173(1)
Book Mark 5.0: The Self-Defeating Organization: How Smart Companies Can Stop Outsmarting Themselves
174(3)
In Practice 5.2: Mothers Against Drunk Driving
177(2)
Organizational Characteristics During the Life Cycle
177(2)
Organizational Decline and Downsizing
179(3)
Definition and Causes
179(1)
A Model of Decline Stages
180(2)
In Practice 5.3: Mudge, Rose, Guthrie, Alexander & Ferdon
182(2)
Downsizing Implementation
182(2)
Summary and Interpretation
184(2)
Chapter Five Workbook: Life Cycle of Organizations
186(1)
Case for Analysis: Mason & Lynch (A)
186(7)
Case for Analysis: Mason & Lynch (B)
193(2)
Chapter Five Workshop: WINDSOCK, INC.
195(5)
chapter six Fundamentals of Organization Structure
200(44)
A Look Inside Zeneca Agricultural Products
201(1)
Structure and Strategy
202(2)
Information-Processing Perspective on Structure
204(5)
Vertical Information Linkages
205(1)
Horizontal Information Linkages
206(3)
In Practice 6.1: General Mills
209(1)
In Practice 6.2: Hewlett-Packard Terminals Division
210(2)
Organization Design Alternatives
212(2)
Define Work Activities
212(1)
Reporting Relationships
212(1)
Departmental Grouping Options
213(1)
Functional, Divisional, and Geographical Designs
214(2)
Functional Structure
214(2)
In Practice 6.3: Blue Bell Creameries, Inc.
216(1)
Functional Structure with Horizontal Linkages
216(1)
In Practice 6.4: Karolinska Hospital
217(3)
Divisional Structure
217(3)
Geographical Structure
220(1)
Hybrid Structure
220(2)
Characteristics
221(1)
In Practice 6.5: Sun Petroleum Products Company
222(2)
Strengths and Weaknesses
222(2)
Matrix Structure
224(5)
Conditions for the Matrix
225(1)
Key Matrix Roles
226(2)
Strengths and Weaknesses
228(1)
In Practice 6.6: Pittsburgh Steel Company
229(3)
Symptoms of Structural Deficiency
232(1)
Summary and Interpretation
232(3)
Chapter Six Workbook: You and Organization Structure
235(1)
Case for Analysis: C & C Grocery Stores, Inc.
235(3)
Case for Analysis: Aquarius Advertising Agency
238(6)
chapter seven Contemporary Designs for Global Competition
244(39)
A Look Inside Ryder Systems, Inc.
245(1)
Global Forces at Work
246(3)
The New Paradigm: Ciba-Geigy Canada, Ltd.
249(1)
New Designs for Domestic Advantage
249(3)
The Horizontal Corporation
250(2)
In Practice 7.1: MacMillan Bloedel
252(3)
Reengineering
253(2)
Book Mark 7.0: Jumping the Curve: Innovation and Strategic Choice in an Age of Transition
255(2)
Dynamic Network Design
256(1)
In Practice 7.2: Topsy Tail, Inc.
257(1)
Organizational Designs for Global Advantage
258(3)
Stages of International Development
258(2)
International Strategic Alliances
260(1)
Global Work Teams
260(1)
International Strategy and Organization Design Fit
261(3)
Model for Global Versus Local Opportunities
261(2)
International Division
263(1)
Structural Designs for Global Operations
264(1)
Global Product Division Structure
264(1)
Global Geographic Division Structure
264(1)
In Practice 7.3: Dow Chemical
265(1)
Global Matrix Structure
266(1)
In Practice 7.4: Asea Brown Boveri (ABB)
266(4)
Transnational Model
267(3)
Summary and Interpretation
270(3)
Chapter Seven Workbook: Team Principles
273(1)
Case for Analysis: The London Free Press (B1)--Strategic Change
274(3)
Case for Analysis: The London Free Press (B2)--Strategic Change
277(2)
Case for Analysis: Saint-Gobain-Pont-a-Mousson
279(1)
Chapter Seven Workshop: The Poster Company
280(3)
part four Organization Design Process283(116)
chapter eight Innovation and Change
284(46)
A Look Inside 3M
285(1)
Innovate or Perish: The Strategic Role of Change
286(7)
Incremental Versus Radical Change
287(2)
Strategic Types of Change
289(1)
Elements for Successful Change
290(3)
In Practice 8.1: Rolls-Royce Motor Company
293(1)
Technology Change
293(4)
The Ambidextrous Approach
294(1)
Techniques for Encouraging Technology Change
294(3)
In Practice 8.2: Hewlett-Packard
297(1)
New Products and Services
298(2)
New Product Success Rate
298(1)
Reasons for New Product Success
298(1)
Horizontal Linkage Model
299(1)
In Practice 8.3: IBM PC Company
300(2)
Achieving Competitive Advantage with Product Innovation
301(1)
Strategy and Structure Change
302(2)
The Dual-Core Approach
302(2)
In Practice 8.4: Autodesk, Inc.
304(1)
People and Culture Change
305(3)
Reengineering and Horizontal Organization
305(1)
Total Quality Management
306(1)
Organizational Development
306(1)
OD Culture Change Interventions
307(1)
The New Paradigm: U.S. Agriculture Department's Animal and Plant Health Inspection Service
308(1)
Strategies for Implementing Change
309(2)
Leadership for Change
309(1)
Barriers to Change
310(1)
Book Mark 8.0: Real Change Leaders: How You Can Create Growth and High Performance at Your Company
311(3)
Techniques for Implementation
312(2)
Summary and Interpretation
314(2)
Chapter Eight Workbook: Innovation Climate
316(2)
Case for Analysis: The Bay Kitchener
318(12)
chapter nine Information Technology and Organizational Control
330(36)
A Look Inside KPMG Peat Marwick
331(1)
Information Requirements
332(2)
Information Amount and Richness
332(2)
Information Technology and the Organization
334(1)
New Organization Structures and Information Technology
334(1)
In Practice 9.1: Nu-Skin International
335(2)
Information Technology Evolution
335(2)
A Model for Designing Information Support Systems
337(1)
The New Paradigm: Information on Demand--The Intranet
338(2)
In Practice 9.2: Ingersoll Milling Machine Co.
340(1)
Strategic Advantage of Information Technology
341(3)
Low-Cost Leadership
342(1)
Differentiation
343(1)
In Practice 9.3: Schneider National
344(1)
Strategic Control
345(1)
Major Control Approaches
346(1)
Market Control
346(1)
In Practice 9.4: Imperial Oil Limited
347(4)
Bureaucratic Control
348(3)
In Practice 9.5: Cypress Semiconductor Corporation
351(1)
Clan Control
351(1)
In Practice 9.6: Metallic, Inc.
352(1)
Contingency Control Model
353(2)
Supervisory Control Strategies
355(2)
Balancing Empowerment and Control
356(1)
Book Mark 9.0: Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal
357(1)
Summary and Interpretation
358(2)
Chapter Nine Workbook: Control Mechanisms
360(2)
Case for Analysis: Sunflower Incorporated
362(4)
chapter ten Organizational Culture and Ethical Values
366(33)
A Look Inside Southwest Airlines
367(1)
Organizational Culture
368(6)
What Is Culture?
368(1)
Emergence and Purpose of Culture
368(1)
Interpreting Culture
369(4)
Culture Strength and Adaptation
373(1)
Book Mark 10.0: Built to Last: Successful Habits of Visionary Companies
374(1)
In Practice 10.1: Rhone-Poulenc, Inc.
374(1)
Creating the Culture
375(1)
Strategy and Culture
375(3)
The Adaptability Entrepreneurial Culture
376(1)
The Mission Culture
377(1)
The Clan Culture
377(1)
The Bureaucratic Culture
377(1)
Ethical Values in Organizations
378(1)
Sources of Ethical Values in Organizations
379(3)
Personal Ethics
380(1)
Organizational Culture
380(1)
Organizational Systems
381(1)
External Stakeholders
381(1)
The New Paradigm: Starbucks Coffee
382(1)
How Leaders Shape Culture and Ethics
383(1)
Value Based Leadership
383(1)
In Practice 10.2: Herman Miller
384(2)
Formal Structure and Systems
384(2)
In Practice 10.3: Texas Instruments
386(1)
Summary and Interpretation
387(2)
Chapter Ten Workbook: Shop 'til You Drop: Corporate Culture in the Retail World
389(2)
Case for Analysis: Dinner for Four (A)
391(1)
Case for Analysis: Dinner for Four (B)
392(1)
Case for Analysis: Implementing Strategic Change
392(2)
Chapter Ten Workshop: The Power of Ethics
394(5)
part five Managing Dynamic Processes399(122)
chapter eleven Decision-Making Processes
400(40)
A Look Inside Intel Corporation
401(1)
Definitions
402(2)
Individual Decision Making
404(2)
Rational Approach
404(2)
In Practice 11.1: Alberta Manufacturing
406(3)
Bounded Rationality Perspective
407(2)
Book Mark 11.0: The Dynamic Decisionmaker
409(1)
In Practice 11.2: Paramount Pictures Corporation
410(1)
Organizational Decision Making
411(1)
Management Science Approach
411(1)
In Practice 11.3: Urgences Sante
412(3)
Carnegie Model
413(2)
In Practice 11.4: Greyhound Lines, Inc.
415(3)
Incremental Decision Process Model
415(3)
In Practice 11.5: Gillette Company
418(5)
Integrating the Incremental Process and Carnegie Models
419(1)
Garbage Can Model
420(3)
In Practice 11.6: Casablanca
423(1)
Contingency Decision-Making Framework
424(4)
Goal Consensus
424(1)
Technical Knowledge
425(1)
Contingency Framework
425(3)
Special Decision Circumstances
428(3)
High-Velocity Environments
428(1)
Decision Mistakes and Learning
429(1)
Escalating Commitment
430(1)
Summary and Interpretation
431(3)
Chapter Eleven Workbook: Decision Styles
434(1)
Case for Analysis: Equal Employment Reaction
435(1)
Case for Analysis: The Dilemma of Aliesha State College: Competence Versus Need
436(4)
chapter twelve Power and Politics
440(40)
A Look Inside United States Information Agency
441(1)
Individual Versus Organizational Power
442(1)
Power Versus Authority
442(1)
Vertical Power
443(3)
Power Sources for Top Management
444(2)
In Practice 12.1: Time Warner
446(3)
Power Sources for Middle Managers
447(1)
Power Sources for Lower-Level Participants
448(1)
The Trend Toward Empowerment
449(1)
Reasons for Empowerment
450(1)
In Practice 12.2: Chrysler Corporation
450(2)
Elements of Empowerment
451(1)
The New Paradigm: Reflexite Corporation
452(3)
Empowerment Applications
452(2)
The Empowerment Process
454(1)
Horizontal Power
455(1)
Book Mark 12.0: The Age of Participation: New Governance for the Workplace and the World
456(3)
Strategic Contingencies
456(1)
Power Sources
457(2)
In Practice 12.3: University of Illinois
459(1)
In Practice 12.4: Crystal Manufacturing
460(1)
Political Processes in Organizations
461(3)
Definition
462(1)
Rational Choice Versus Political Behavior
462(2)
In Practice 12.5: Britt Technologies, Inc.
464(2)
Domains of Political Activity
464(1)
Process Framework
465(1)
Using Power and Political Influence
466(3)
Tactics for Increasing the Power Base
466(1)
Political Tactics for Using Power
467(2)
In Practice 12.6: Halifax Business Machines
469(1)
Summary and Interpretation
470(2)
Chapter Twelve Workbook: Power of Lower-Level Participants
472(1)
Case for Analysis: Dual Lines of Authority
473(1)
Case for Analysis: Pierre Dux
474(6)
chapter thirteen Interdepartmental Relations and Conflict
480(41)
A Look Inside Techno Project
481(1)
What Is Intergroup Conflict?
482(2)
Horizontal Conflict
483(1)
Vertical Conflict
484(1)
The Nature of Intergroup Conflict
484(1)
In Practice 13.1: PATCO
484(3)
Types of Changes
485(1)
Model of Intergroup Conflict
486(1)
Interdepartmental Conflict
487(1)
Contextual and Organizational Factors
487(1)
In Practice 13.2: Lantech
488(4)
Attributes of Interdepartmental Relationships
489(3)
The New Paradigm: GE Plastics Borg-Warner
492(1)
In Practice 13.3: The Triad Project
493(1)
The Cooperative Model of Organization
494(1)
Book Mark 13.0: The We-Force in Management: How to Build and Sustain Cooperation
495(1)
In Practice 13.4: Fastbuck, Incorporated
496(2)
Benefits from Cooperation
496(2)
In Practice 13.5: General Electric
498(1)
Losses from Conflict
498(1)
Techniques for Managing Conflict Among Groups
499(4)
In Practice 13.6: Canadian-Atlantic
503(2)
Vertical Conflict
505(1)
Sources of Worker-Management Conflict
505(2)
Resolution of Worker-Management Conflict
507(1)
Collective Bargaining
507(1)
Cooperative Approaches
507(1)
In Practice 13.7: SSI Services, Inc.
508(1)
Summary and Interpretation
509(2)
Chapter Thirteen Workbook: How Do You Handle Conflict?
511(2)
Case for Analysis: Cherie Cosmetics Limited Elegante Division
513(8)
part six Strategy and Structure for the Future521(74)
chapter fourteen Interorganizational Relationships
522(32)
A Look Inside Chrysler Corporation
523(1)
Organizational Ecosystems
524(2)
Is Competition Dead?
525(1)
The Changing Role of Management
525(1)
Book Mark 14.0: The Boundaryless Organization: Breaking the Chains of Organizational Structure
526(1)
Interorganizational Framework
526(1)
Resource Dependence
527(2)
Resource Strategies
528(1)
Power Strategies
528(1)
Collaborative Networks
529(1)
International Origins
530(1)
In Practice 14.1: Mitsubishi
530(3)
From Adversaries to Partners
531(2)
In Practice 14.2: Empire Equipment Company
533(1)
The New Paradigm: Volkswagen
534(1)
Population Ecology
534(5)
Organizational Form and Niche
536(1)
Process of Change
537(1)
Strategies for Survival
538(1)
In Practice 14.3: Sun Microsystems, Inc.
539(1)
Institutionalism
539(4)
Institutional Isomorphism
541(2)
Summary and Interpretation
543(3)
Chapter Fourteen Workbook: Management Fads
546(1)
Case for Analysis: Hugh Russel Inc.
546(3)
Chapter Fourteen Workshop: Ugli Orange Case
549(5)
chapter fifteen Toward the Learning Organization
554(41)
A Look Inside Kalahari Bushmen
555(1)
Organizational Design Configurations
556(5)
Strategy Formulation and Implementation
556(1)
Organizational Form and Design
556(3)
The Effective Organization
559(2)
The Learning Organization
561(8)
Why Create Learning Capability?
562(2)
Mindful Leadership
564(2)
Empowered Employees
566(1)
Emergent Strategy
566(1)
Strong Culture
567(1)
Shared Information
568(1)
Horizontal Structure
568(1)
Book Mark 15.0: Open-Book Management: The Coming Business Revolution
569(1)
In Practice 15.1: Chaparral Steel
570(1)
Organizational Transformation and Leadership
571(1)
Corporate Transformation
571(1)
In Practice 15.2: Navistar International Corporation
572(2)
Transformational Leadership
573(1)
In Practice 15.3: Corsair Communications, Inc.
574(1)
The Impact of Top-Management Teams and Turnover
575(3)
Top-Management Teams
575(1)
Succession and Adaptation
576(1)
Succession and Performance
577(1)
Summary and Interpretation
578(2)
Chapter Fifteen Workbook: Creating a Learning Organization
580(1)
Case for Analysis: W. L. Gore & Associates, Inc.
581(14)
Integrative Cases595(66)
1.0 Victoria Heavy Equipment Limited (Revised)597(7)
2.1 Littleton Manufacturing (A)604(13)
2.2 Littleton Manufacturing (B)617(3)
3.0 Shoe Corporation of Illinois620(5)
4.0 Bhiwar Enterprises625(7)
5.0 National Bank of San Francisco632(3)
6.0 The Audubon Zoo, 1993635(14)
7.1 The Food Terminal (A)649(7)
7.2 The Food Terminal (B)656(5)
Glossary661(12)
Name Index673(10)
Corporate Name Index683(6)
Subject Index689

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