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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