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| Preface | |
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| Introduction | |
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| Thinking About Organizations | |
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| Overview | |
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| Why Study Organizations? | |
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| Organizational Impacts | |
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| The Nature of Organizations | |
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| The Plan of the Book | |
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| Summary and Conclusions | |
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| Exercises | |
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| Organizational Structure | |
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| Organizational Structure: Key Dimensions | |
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| Overview | |
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| Defining Organizational Structure | |
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| Studying Organizational Structure: Early Research on the Bureaucratic Form | |
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| Sociological Studies of Formal Structure in Organizations | |
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| Dimensions of Formal Structure | |
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| Relations Between Complexity, Formalization, and Centralization | |
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| Summary and Conclusions | |
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| Exercises | |
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| Organizational Structure: Explanations | |
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| Overview | |
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| Effects of Size | |
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| Effects of Technology | |
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| Combined Effects of Size and Technology | |
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| In Practice: Functional, Product, and Matrix Forms of Organization | |
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| Effects of Internal Culture | |
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| Environmental Effects on Structure: External Culture | |
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| Creating Formal Structure: Debates over Process | |
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| Summary and Conclusions | |
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| Exercises | |
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| Organizational Processes | |
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| Power and Power Outcomes | |
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| Overview | |
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| The Nature of Power in Organizations | |
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| Authority and Power | |
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| Other Types of Power | |
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| Shifts in Power | |
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| Power Outcomes: Compliance and Involvement | |
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| Power Outcomes: Conflict | |
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| The Components of Conflict Situations | |
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| The Outcomes of Conflict | |
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| Summary and Conclusions | |
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| Exercises | |
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| Leadership | |
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| Overview | |
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| What Is Leadership? | |
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| The Outcomes of Leadership for Organizations | |
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| Leadership in the Voluntary Organization | |
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| Summary and Conclusions | |
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| Exercises | |
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| Decision-Making | |
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| Overview | |
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| Organizations as Systems of Decisions | |
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| Strategic Decision-Making | |
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| Strategies of Power and Decision-Making | |
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| Summary and Conclusions | |
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| Exercises | |
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| Communication | |
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| Overview | |
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| The Importance of Communication | |
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| Individual Factors | |
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| Organizational Factors | |
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| Vertical Communication | |
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| Horizontal Communication | |
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| Communication Problems | |
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| Communication to and from Outside the Organization | |
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| Possible Solutions | |
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| Summary and Conclusions | |
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| Exercises | |
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| Managing Organizational Environments: Conceptions of the Environment | |
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| Overview | |
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| "Discovering" Organizational Environments | |
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| Defining the Environment | |
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| Perceiving the Environment | |
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| Summary and Conclusions | |
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| Exercises | |
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| Managing Organizational Environments: General Paradigms | |
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| Overview | |
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| The Contingency Paradigm | |
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| The Resource Dependence Paradigm | |
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| The Transaction Cost Paradigm | |
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| The Institutional Paradigm | |
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| The Population Ecology Paradigm | |
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| Combining Paradigms | |
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| Summary and Conclusions | |
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| Exercises | |
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| Outcomes | |
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| Organizational Performance and Change | |
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| Overview | |
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| Problems of Defining Organizational Goals | |
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| Approaches to Organizational Effectiveness | |
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| Evaluating Organizational Performance: Key Issues | |
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| Organizational Change and Transformation | |
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| Organizational Change: Learning and Transformation | |
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| Transformational Change | |
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| Summary and Conclusions | |
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| Exercises | |
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| References | |
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| Name Index | |
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| Subject Index | |