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| Preface | |
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| Introduction to Organizations | |
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| Organizations and Organization Theory | |
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| Organization Theory in Action | |
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| Topics | |
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| Purpose of This Chapter | |
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| What Is an Organization? | |
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| Definition | |
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| Importance of Organizations | |
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| Organizations as Systems | |
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| Open Systems | |
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| Organizational Configuration | |
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| Dimensions of Organization Design | |
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| Structural Dimensions | |
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| Contextual Dimensions | |
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| The Evolution of Organization Theory and Design | |
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| History | |
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| Contingency Theory | |
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| The Role of Organization Theory and Design | |
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| The Value of Organization Theory | |
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| Levels of Analysis | |
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| Discussion Questions | |
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| Notes | |
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| Organizational Purpose and Structural Design | |
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| Strategy, Organization Design, and Effectiveness | |
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| Purpose of This Chapter | |
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| Organizational Purpose | |
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| Mission | |
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| Operative Goals | |
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| Organizational Strategies and Design | |
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| Porter's Competitive Strategies | |
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| How Strategies Affect Organization Design | |
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| Other Factors Affecting Organization Design | |
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| Organizational Effectiveness | |
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| Contingency Effectiveness Approaches | |
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| Goal Approach | |
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| Resource-Based Approach | |
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| Internal Process Approach | |
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| Stakeholder Approach | |
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| Discussion Questions | |
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| Notes | |
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| Fundamentals of Organization Structure | |
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| Purpose of This Chapter | |
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| Organization Structure | |
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| Information-Processing Perspective on Structure | |
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| Vertical Linkages | |
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| Horizontal Linkages | |
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| Organization Design Alternatives | |
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| Defined Work Activities | |
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| Reporting Relationships | |
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| Departmental Grouping Options | |
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| Functional, Divisional, and Geographical Designs | |
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| Functional Structure | |
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| Functional Structure with Horizontal Linkages | |
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| Divisional Structure | |
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| Geographical Structure | |
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| Matrix Structure | |
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| Conditions for the Matrix | |
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| Strengths and Weaknesses | |
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| Applications of Structural Design | |
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| Structural Contingencies | |
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| Symptoms of Structural Deficiency | |
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| Discussion Questions | |
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| Notes | |
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| Open System Design Elements | |
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| The External Environment | |
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| Purpose of This Chapter | |
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| The Environmental Domain | |
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| Task Environment | |
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| General Environment | |
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| International Context | |
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| Environmental Uncertainty | |
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| Simple-Complex Dimension | |
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| Stable-Unstable Dimension | |
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| Framework | |
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| Adapting to Environmental Uncertainty | |
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| Positions and Departments | |
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| Buffering and Boundary Spanning | |
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| Differentiation and Integration | |
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| Organic Versus Mechanistic Management Processes | |
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| Planning and Forecasting | |
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| Resource Dependence | |
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| Controlling Environmental Resources | |
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| Establishing Interorganizational Linkages | |
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| Controlling the Environmental Domain | |
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| Organization-Environment Integrative Framework | |
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| Discussion Questions | |
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| Notes | |
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| Manufacturing and Service Technologies | |
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| Purpose of This Chapter | |
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| Organization-Level Manufacturing Technology | |
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| Manufacturing Firms | |
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| Computer Integrated Manufacturing | |
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| Organization-Level Service Technology | |
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| Service Firms | |
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| Designing the Service Organization | |
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| Departmental Technology | |
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| Variety | |
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| Analyzability | |
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| Framework | |
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| Department Design | |
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| Workflow Interdependence Among Departments | |
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| Types | |
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| Structural Priority | |
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| Structural Implications | |
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| Impact of Technology on Job Design | |
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| Job Design | |
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| Sociotechnical Systems | |
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| Discussion Questions | |
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| Notes | |
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| Internal Design Elements | |
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| Organization Size, Life Cycle, and Control | |
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| Purpose of This Chapter | |
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| Organization Size: Is Bigger Better? | |
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| Pressures for Growth | |
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| Large Versus Small | |
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| Organizational Life Cycle | |
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| Stages of Life Cycle Development | |
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| Organizational Characteristics During the Life Cycle | |
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| Organizational Bureaucracy and Control | |
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| What is Bureaucracy? | |
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| Size and Structural Control | |
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| Bureaucracy in a Changing World | |
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| Dynamic Control Systems | |
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| Bureaucratic Control | |
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| Market Control | |
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| Clan Control | |
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| Discussion Questions | |
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| Notes | |
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| Organizational Culture and Ethical Values | |
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| Purpose of This Chapter | |
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| Organizational Culture | |
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| What Is Culture? | |
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| Emergence and Purpose of Culture | |
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| Interpreting Culture | |
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| Organizational Design and Culture | |
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| The Adaptability/Entrepreneurial Culture | |
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| The Mission Culture | |
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| The Clan Culture | |
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| The Bureaucratic Culture | |
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| Culture Strength and Organizational Subcultures | |
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| Ethical Values in Organizations | |
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| Sources of Ethical Values in Organizations | |
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| Personal Ethics | |
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| Organizational Culture | |
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| Organizational Systems | |
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| External Stakeholders | |
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| Shaping Culture and Ethics Through Structure and Systems | |
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| Discussion Questions | |
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| Notes | |
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| Innovation and Change | |
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| Purpose of This Chapter | |
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| The Strategic Role of Change | |
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| Strategic Types of Change | |
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| Elements for Successful Change | |
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| Technology Change | |
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| The Ambidextrous Approach | |
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| Techniques for Encouraging Technology Change | |
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| New Products and Services | |
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| New Product Success Rate | |
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| Reasons for New Product Success | |
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| Horizontal Linkage Model | |
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| Achieving Competitive Advantage with Rapid Product Innovation | |
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| Strategy and Structure Change | |
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| The Dual-Core Approach | |
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| Culture Change | |
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| Reengineering | |
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| Total Quality Management | |
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| Organization Development | |
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| OD Culture Change Interventions | |
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| Strategies for Implementing Change | |
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| Barriers to Change | |
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| Techniques for Implementation | |
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| Discussion Questions | |
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| Notes | |
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| Managing Dynamic Processes | |
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| Decision-Making Processes | |
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| Purpose of This Chapter | |
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| Definitions | |
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| Individual Decision Making | |
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| Rational Approach | |
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| Bounded Rationality Perspective | |
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| Organizational Decision Making | |
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| Management Science Approach | |
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| Carnegie Model | |
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| Incremental Decision Process Model | |
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| Garbage Can Model | |
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| Special Decision Circumstances | |
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| High-Velocity Environments | |
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| Decision Mistakes and Learning | |
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| Escalating Commitment | |
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| Discussion Questions | |
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| Notes | |
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| Conflict, Power, and Politics | |
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| Purpose of This Chapter | |
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| What Is Intergroup Conflict? | |
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| Why Conflict Exists | |
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| Individual Versus Organizational Power | |
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| Power Versus Authority | |
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| Vertical Sources of Power | |
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| Horizontal Sources of Power | |
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| Strategic Contingencies | |
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| Power Sources | |
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| Political Processes in Organizations | |
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| Definition | |
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| When Is Political Activity Used? | |
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| Using Power, Politics, and Collaboration | |
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| Tactics for Increasing Power | |
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| Political Tactics for Using Power | |
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| Tactics for Enhancing Collaboration | |
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| Discussion Questions | |
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| Notes | |
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| Glossary | |
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| Name Index | |
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| Corporate Name Index | |
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| Subject Index | |