Efnisyfirlit

• Contents
• Preface
• Part 1 The Organization and Its Environment
  • Chapter 1 Organizations and Organizational Effectiveness
    • What Is an Organization?
      • How Does an Organization Create Value?
    • Why Do Organizations Exist?
      • To Increase Specialization and the Division of Labor
      • To Use Large-Scale Technology
      • To Manage the Organizational Environment
      • To Economize on Transaction Costs
      • To Exert Power and Control
    • Organizational Theory, Design, and Change
      • Organizational Structure
      • Organizational Culture
      • Organizational Design and Change
      • The Importance of Organizational Design and Change
      • Dealing with Contingencies
      • Gaining Competitive Advantage
      • Managing Diversity
      • The Consequences of Poor Organizational Design
    • How Do Managers Measure Organizational Effectiveness?
      • The External Resource Approach: Control
      • The Internal Systems Approach: Innovation
      • The Technical Approach: Efficiency
      • Measuring Effectiveness: Organizational Goals
    • The Plan of This Book
      • Organizational Design
      • Organizational Change
    • Summary
    • Discussion Questions
    • Organizational Theory in Action: Practicing Organizational Theory
      • Open Systems Dynamics
      • The Ethical Dimension #1
      • Making the Connection #1
      • Analyzing the Organization: Design Module #1
      • Assignment
  • Chapter 2 Stakeholders, Managers, and Ethics
    • Organizational Stakeholders
      • Inside Stakeholders
      • Outside Stakeholders
    • Organizational Effectiveness: Satisfying Stakeholders' Goals and Interests
      • Competing Goals
      • Allocating Rewards
    • Top Managers and Organizational Authority
      • The Chief Executive Officer
      • The Top-Management Team
      • Other Managers
    • An Agency Theory Perspective
      • The Moral Hazard Problem
      • Solving the Agency Problem
    • Top Managers and Organizational Ethics
      • Ethics and the Law
      • Ethics and Organizational Stakeholders
      • Sources of Organizational Ethics
      • Why Do Ethical Rules Develop?
      • Why Does Unethical Behavior Occur?
    • Creating an Ethical Organization
      • Designing an Ethical Structure and Control System
      • Creating an Ethical Culture
      • Supporting the Interests of Stakeholder Groups
    • Summary
    • Discussion Questions
    • Organizational Theory in Action: Practicing Organizational Theory
      • Creating a Code of Ethics
      • The Ethical Dimension #2
      • Making the Connection #2
      • Analyzing the Organization: Design Module #2
      • Assignment
  • Chapter 3 Organizing in a Changing Global Environment
    • What Is the Organizational Environment?
      • The Specific Environment
      • The General Environment
      • Sources of Uncertainty in the Organizational Environment
    • Resource Dependence Theory
    • Interorganizational Strategies for Managing Resource Dependencies
    • Strategies for Managing Symbiotic Resource Interdependencies
      • Developing a Good Reputation
      • Cooptation
      • Strategic Alliances
      • Joint Venture
      • Merger and Takeover
    • Strategies for Managing Competitive Resource Interdependencies
      • Collusion and Cartels
      • Third-Party Linkage Mechanisms
      • Strategic Alliances
      • Merger and Takeover
    • Transaction Cost Theory
      • Sources of Transaction Costs
      • Transaction Costs and Linkage Mechanisms
      • Bureaucratic Costs
      • Using Transaction Cost Theory to Choose an Interorganizational Strategy
    • Summary
    • Discussion Questions
    • Organizational Theory in Action: Practicing Organizational Theory
      • Protecting Your Domain
      • The Ethical Dimension #3
      • Making the Connection #3
      • Analyzing the Organization: Design Module #3
      • Assignment
• Part 2 Organizational Design
  • Chapter 4 Basic Challenges of Organizational Design
    • Differentiation
      • Organizational Roles
      • Subunits: Functions and Divisions
      • Differentiation at the B.A.R. and Grille
      • Vertical and Horizontal Differentiation
      • Organizational Design Challenges
    • Balancing Differentiation and Integration
      • Integration and Integrating Mechanisms
      • Differentiation versus Integration
    • Balancing Centralization and Decentralization
      • Centralization versus Decentralization of Authority
    • Balancing Standardization and Mutual Adjustment
      • Formalization: Written Rules
      • Socialization: Understood Norms
      • Standardization versus Mutual Adjustment
    • Mechanistic and Organic Organizational Structures
      • Mechanistic Structures
      • Organic Structures
      • The Contingency Approach to Organizational Design
      • Lawrence and Lorsch on Differentiation, Integration, and the Environment
      • Burns and Stalker on Organic versus Mechanistic Structures and the Environment
    • Summary
    • Discussion Questions
    • Organizational Theory in Action: Practicing Organizational Theory
      • Growing Pains
      • Making the Connection #4
      • The Ethical Dimension #4
      • Analyzing the Organization: Design Module #4
      • Assignment
  • Chapter 5 Designing Organizational Structure: Authority and Control
    • Authority: How and Why Vertical Differentiation Occurs
      • The Emergence of the Hierarchy
      • Size and Height Limitations
      • Problems with Tall Hierarchies
      • The Parkinson's Law Problem
      • The Ideal Number of Hierarchical Levels: The Minimum Chain of Command
      • Span of Control
    • Control: Factors Affecting the Shape of the Hierarchy
      • Horizontal Differentiation
      • Centralization
      • Standardization
    • The Principles of Bureaucracy
      • The Advantages of Bureaucracy
      • Management by Objectives
    • The Influence of the Informal Organization
    • IT, Empowerment, and Self-Managed Teams
    • Summary
    • Discussion Questions
    • Organizational Theory in Action: Practicing Organizational Theory
      • How to Design a Hierarchy
      • The Ethical Dimension #5
      • Making the Connection #5
      • Analyzing the Organization: Design Module #5
      • Assignment
  • Chapter 6 Designing Organizational Structure: Specialization and Coordination
    • Functional Structure
      • Advantages of a Functional Structure
      • Control Problems in a Functional Structure
      • Solving Control Problems in a Functional Structure
    • From Functional Structure to Divisional Structure
      • Moving to a Divisional Structure
    • Divisional Structure I: Three Kinds of Product Structure
      • Product Division Structure
      • Multidivisional Structure
      • Product Team Structure
    • Divisional Structure II: Geographic Structure
    • Divisional Structure III: Market Structure
    • Matrix Structure
      • Advantages of a Matrix Structure
      • Disadvantages of a Matrix Structure
      • The Multidivisional Matrix Structure
      • Hybrid Structure
    • Network Structure and the Boundaryless Organization
      • Advantages of Network Structures
      • Disadvantages of Network Structures
      • The Boundaryless Organization
      • E-Commerce
    • Summary
    • Discussion Questions
    • Organizational Theory in Action: Practicing Organizational Theory
      • Which New Organizational Structure?
      • The Ethical Dimension #6
      • Making the Connection #6
      • Analyzing the Organization: Design Module #6
      • Assignment
  • Chapter 7 Creating and Managing Organizational Culture
    • What Is Organizational Culture?
      • Differences in Global Values and Norms
    • How Is an Organization's Culture Transmitted to Its Members?
      • Socialization and Socialization Tactics
      • Stories, Ceremonies, and Organizational Language
    • Where Does Organizational Culture Come From?
      • Characteristics of People within the Organization
      • Organizational Ethics
      • Property Rights
      • Organizational Structure
    • Can Organizational Culture Be Managed?
    • Social Responsibility
      • Approaches to Social Responsibility
      • Why Be Socially Responsible?
    • Summary
    • Discussion Questions
    • Organizational Theory in Action: Practicing Organizational Theory
      • Developing a Service Culture
      • The Ethical Dimension #7
      • Making the Connection #7
      • Analyzing the Organization: Design Module #7
      • Assignment
  • Chapter 6 Designing Organizational Structure: Specialization and Coordination
    • Strategy and the Environment
      • Sources of Core Competences
      • Global Expansion and Core Competences
      • Four Levels of Strategy
    • Functional-Level Strategy
      • Strategies to Lower Costs or Differentiate Products
      • Functional-Level Strategy and Structure
      • Functional-Level Strategy and Culture
    • Business-Level Strategy
      • Strategies to Lower Costs or Differentiate Products
      • Focus Strategy
      • Business-Level Strategy and Structure
      • Business-Level Strategy and Culture
    • Corporate-Level Strategy
      • Vertical Integration
      • Related Diversification
      • Unrelated Diversification
      • Corporate-Level Strategy and Structure
      • Corporate-Level Strategy and Culture
    • Implementing Strategy across Countries
      • Implementing a Multidomestic Strategy
      • Implementing International Strategy
      • Implementing Global Strategy
      • Implementing Transnational Strategy
    • Summary
    • Discussion Questions
    • Organizational Theory in Action: Practicing Organizational Theory
      • What Kind of Supermarket?
      • The Ethical Dimension #8
      • Making the Connection #8
      • Analyzing the Organization: Design Module #8
      • Assignment
  • Chapter 9 Organizational Design, Competences, and Technology
    • What Is Technology?
    • Technology and Organizational Effectiveness
    • Technical Complexity: The Theory of Joan Woodward
      • Small-Batch and Unit Technology
      • Large-Batch and Mass Production Technology
      • Continuous-Process Technology
      • Technical Complexity and Organizational Structure
      • The Technological Imperative
    • Routine Tasks and Complex Tasks: The Theory of Charles Perrow
      • Task Variability and Task Analyzability
      • Four Types of Technology
      • Routine Technology and Organizational Structure
      • Nonroutine Technology and Organizational Structure
    • Task Interdependence: The Theory of James D. Thompson
      • Mediating Technology and Pooled Interdependence
      • Long-Linked Technology and Sequential Interdependence
      • Intensive Technology and Reciprocal Interdependence
    • From Mass Production to Advanced Manufacturing Technology
    • Advanced Manufacturing Technology: Innovations in Materials Technology
      • Computer-Aided Design
      • Computer-Aided Materials Management
      • Just-in-Time Inventory Systems
      • Flexible Manufacturing Technology and Computer-Integrated Manufacturing
    • Summary
    • Discussion Questions
    • Organizational Theory in Action: Practicing Organizational Theory
      • Choosing a Technology
      • The Ethical Dimension #9
      • Making the Connection #9
      • Analyzing the Organization: Design Module #9
      • Assignment
• Part 3 Organizational Change
  • Chapter 10 Types and Forms of Organizational Change
    • What Is Organizational Change?
      • Targets of Change
    • Forces for and Resistance to Organizational Change
      • Forces for Change
      • Resistances to Change
      • Organization-Level Resistance to Change
      • Group-Level Resistance to Change
      • Individual-Level Resistance to Change
      • Lewin's Force-Field Theory of Change
    • Evolutionary and Revolutionary Change in Organizations
      • Developments in Evolutionary Change: Sociotechnical Systems Theory
      • Total Quality Management
      • Flexible Workers and Flexible Work Teams
      • Developments in Revolutionary Change: Reengineering
      • E-Engineering
      • Restructuring
      • Innovation
    • Managing Change: Action Research
      • Diagnosing the Organization
      • Determining the Desired Future State
      • Implementing Action
      • Evaluating the Action
      • Institutionalizing Action Research
    • Organizational Development
      • OD Techniques to Deal with Resistance to Change
      • OD Techniques to Promote Change
    • Summary
    • Discussion Questions
    • Organizational Theory in Action: Practicing Organizational Theory
      • Managing Change
      • Making the Connection #10
      • The Ethical Dimension #10
      • Analyzing the Organization: Design Module #10
  • Chapter 11 Organizational Transformations: Birth, Growth, Decline, and Death
    • The Organizational Life Cycle
    • Organizational Birth
      • Developing a Plan for a New Business
    • A Population Ecology Model of Organizational Birth
      • Number of Births
      • Survival Strategies
      • The Process of Natural Selection
    • The Institutional Theory of Organizational Growth
      • Organizational Isomorphism
      • Disadvantages of Isomorphism
    • Greiner's Model of Organizational Growth
      • Stage 1: Growth through Creativity
      • Stage 2: Growth through Direction
      • Stage 3: Growth through Delegation
      • Stage 4: Growth through Coordination
      • Stage 5: Growth through Collaboration
    • Organizational Decline and Death
      • Effectiveness and Profitability
      • Organizational Inertia
      • Changes in the Environment
      • Weitzel and Jonsson's Model of Organizational Decline
    • Summary
    • Discussion Questions
    • Organizational Theory in Action: Practicing Organizational Theory
      • Growing Pains
      • Making the Connection #11
      • The Ethical Dimension #11
      • Analyzing the Organization: Design Module #11
      • Assignment
  • Chapter 12 Decision Making, Learning, Knowledge Management, and Information Technology
    • Organizational Decision Making
    • Models of Organizational Decision Making
      • The Rational Model
      • The Carnegie Model
      • The Incrementalist Model
      • The Unstructured Model
      • The Garbage-Can Model
      • The Nature of Organizational Learning
      • Types of Organizational Learning
      • Levels of Organizational Learning
    • Knowledge Management and Information Technology
    • Factors Affecting Organizational Learning
      • Organizational Learning and Cognitive Structures
      • Types of Cognitive Biases
      • Cognitive Dissonance
      • Illusion of Control
      • Frequency and Representativeness
      • Projection and Ego-Defensiveness
      • Escalation of Commitment
    • Improving Decision Making and Learning
      • Strategies for Organizational Learning
      • Using Game Theory
      • Nature of the Top-Management Team
      • Devil's Advocacy and Dialectical Inquiry
      • Collateral Organizational Structure
    • Summary
    • Discussion Questions
    • Organizational Theory in Action: Practicing Organizational Theory
      • Store Learning
      • Making the Connection #12
      • The Ethical Dimension #12
      • Analyzing the Organization: Design Module #12
      • Assignment
  • Chapter 13 Innovation, Intrapreneurship, and Creativity
    • Innovation and Technological Change
      • Two Types of Innovation
      • Protecting Innovation through Property Rights
    • Innovation, Intrapreneurship, and Creativity
      • Entrepreneurship as "Creative Destruction "
      • Innovation and the Product Life Cycle
    • Managing the Innovation Process
      • Project Management
      • Stage-Gate Development Funnel
      • Using Cross-Functional Teams and a Product Team Structure
      • Team Leadership
      • Skunk Works and New Venture Divisions
      • Joint Ventures
      • Creating a Culture for Innovation
    • Innovation and Information Technology
    • Innovation and Information Synergies
      • IT and Organizational Structure and Culture
    • Summary
    • Discussion Questions
    • Organizational Theory in Action: Practicing Organizational Theory
      • Managing Innovation
      • The Ethical Dimension #13
      • Making the Connection #13
      • Analyzing the Organization: Design Module #13
  • Chapter 14 Managing Conflict, Power, and Politics
    • What Is Organizational Conflict?
    • Pondy's Model of Organizational Conflict
      • Stage 1: Latent Conflict
      • Stage 2: Perceived Conflict
      • Stage 3: Felt Conflict
      • Stage 4: Manifest Conflict
      • Stage 5: Conflict Aftermath
    • Managing Conflict: Conflict Resolution Strategies
      • Acting at the Level of Structure
      • Acting at the Level of Attitudes and Individuals
    • What Is Organizational Power?
    • Sources of Organizational Power
      • Authority
      • Control over Resources
      • Control over Information
      • Nonsubstitutability
      • Centrality
      • Control over Uncertainty
      • Unobtrusive Power: Controlling the Premises of Decision Making
    • Using Power: Organizational Politics
      • Tactics for Playing Politics
      • The Costs and Benefits of Organizational Politics
    • Summary
    • Discussion Questions
    • Organizational Theory in Action: Practicing Organizational Theory
      • Managing Conflict
      • The Ethical Dimension #14
      • Making the Connection #14
      • Analyzing the Organization: Design Module #14
      • Assignment
  • Case Studies
    • Supplemental Case Map
      • Case 1 United Products, Inc.
      • Case 2 The Paradoxical Twins: Acme and Omega Electronics
      • Case 3 How SAP's Business Model and Strategies Made It the Global Business Software Leader
      • Case 4 The Scaffold Plank Incident
      • Case 5 Beer and Wine Industries: Bartles & Jaymes
      • Case 6 Bennett's Machine Shop, Inc.
      • Case 7 Southwest Airlines
      • Case 8 The Rise and Fall of Eastman Kodak: How Long Will It Survive Beyond 2011?
      • Case 9 Philips NV
      • Case 10 "Ramrod" Stockwell
• Company Index
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• Name Index
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• Subject Index
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