Organizations: Behavior, design, and change
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Homewood, Ill.
Irwin
1976
|
| Schriftenreihe: | The Irwin series in management and the behavioral sciences.
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVI, 582 S.: graph. Darst. |
| ISBN: | 0256018472 |
Internformat
MARC
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Datensatz im Suchindex
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| adam_text | Contents section I Background 1. 1 3 Two Views of Organizations Rational Tools: Frederick W. Taylor’s Scientific Management. Henri Fayol’s Principles of Management. Limitations of the Closed-System Perspective. Max Weber’s Analysis of Bureaucracy. Bureaucratic Func tions and Dysfunctions. Bureaucracy and Individual Freedom. ClosedSystem Thinking in Contemporary Society. Social Systems: The De parture from Closed-System Perspectives. The Natural-System Rationale. Social Systems. The Location of Subsystems in the Organizational Hier archy. A Study Plan for Organizations. 2. Classical Organizational Designs 21 Elements of Structural Design: Structure. Vertical Differentiation by Authority. Horizontal Differentiation by Specialization. Departmental ization by Function, Process, Location, and Product. Span of Control. Line and Staff Relationships. Selecting Appropriate Designs: The Evaluation of Formal Designs. Consequences of Formal Structure. Process Criteria. Design Criteria. Assumptions about Human Resources. Structural Designs and Process Criteria. The Centralized Functional Form. The Decentralized Divisional Form. Adaptive Designs. The Inno vative Design. Further Criteria for the Evaluation of Formal Designs. Case The Bates Company, Lawrence M. Jones, 46 section II Structure and Components of Systems 3. 53 55 Informal Structure Elements of Formal Structure: Structure: Formal and Informal. J-shaped Distribution of Behavior. Internalized Rules. Roles. Likert’s System Four Organizations. Adapting Formal Structure to Informal Structure: Participative-Group Organizations.
Supportive Relation ships. Group Decision Making and Group Methods of Supervision. High xi
Contents xii Performance Goals for the Organization. Mutual Influence Systems. Influence Graph. High Total Influence Organizations. 4. Technology and Structure 74 Effects of Computers on Organizational Structures and Processes. Rela tionships between Technology and Structure·. Mechanistic and Organic Organizations. Stable and Dynamic Industries. Technology. Unit, Mass, and Process Technologies. Technical Diffuseness and Speci ficity. Job Complexity and the Span of Control. Technology, Structure, and Psychological Differences. Technology: Certainty and Variety. Or ganizational Structure in Relation to Technology. Technology versus Behavior: A Conflict of Ideas. Combining Technology and Structure: Changing the Fit between Social and Technical Subsystems. Toward the Design of Sociotechnical Systems. Technology and Interpersonal Rela tionships. 5. Goals Concepts of Goals: Organizational Goals. Formal Goals. Determinants of Goals. Operative Goals. Behavioral versus Rationalist Study of Goals. Output, System, Product Characteristics, and Derived Goals. Output Goals. System Goals. Product Characteristic Goals. Derived Goals. Managing Stakeholder Expectations : Stakeholder Expectations. Con flict of Expectations. Mixed Expectations. Reinforcing Expectations. Unsupported Expectations. Propositions about Stakeholder Expectations. Clarity of Goals. Communication and Goal Clarity. Conflicting Goals· Decision Premises. Constraints. Conflict and Power. Stabilization of Con flict. Side Payments. Sequential Attention. Goals as Determinants of Decisions : Organizational Problems and
Goal-Setting. Goals and Means as Determinants of Organizational Design. Computation. Judgment. Compromise. Inspiration. Controlling Elites and Goals. Conclusion. 6. People 131 Management and Employee Behavior: People in Organizations. The Management Hierarchy and Skill Utilization. Managerial Roles and Bole Fit. The Managerial Grid.® Dysfunctional Organizational Characteristics. Defensive Behavior. Individual Needs and Behavior: Maslow’s Hier archy of Needs. The Validity of the Hierarchy of Needs. McCieliand on Motivation. The Two-Factor Theory of Motivation. Job Enrichment. Limitations to the Generality of Job Enrichment. Motives and Individual Differences. Expectations and Behavior: Work Satisfaction and Pro ductivity. Sources of Work Satisfaction. The Expectancy Model of i lotivation. Evaluation of the Expectancy Model. Applications of the Expectancy Model. Extrinsic Motivation. The Nature of Intrinsic Re wards. Motivation and Ability. Contingency Theory. Consequences of Person-Job Discrepancies. 7- Architecture ^0-1 Work SpTcľľndTr BE™R: Environmental Determinism. Size of founding ЅОСИ1 V-, CohRsiveness· Westgate and Regent Hill. Con- PhľsiZricri N JrfTÎr8·кееЃ FulfllÎTO№t “ the Environment. The i msiological Needs. The Need for Safety. The Needs for Love and
Contents xiii Belongingness. The Needs for Self- and Group Esteem. The Need for Self-Actualization. Designing Work Spaces : Guidelines for the Design of Work Environments. Physical Design in the Larger Organization. A Contingency Approach to Design. Physical Designs for Diagnosis. Phys ical Designs in Time and Space. 8. Criteria for Evaluating Organizational Designs 184 Internal Criteria: The Rational and Natural-System Models. A Goal View of Organizational Effectiveness. Criterion Measures. The Validity of Criterion Measures. Multiple Goals. Empirical Approaches to Evalu ation Criteria. Limitations of the Empirical Approach. Efficiency. Potential and Actual Efficiency. The System Approach to Evaluation. External Perspectives: Profit: Efficiency and Political Effectiveness. Long-Run Efficiency. Organizational Effectiveness from the Prospective of the Larger System. Domain Consensus. Domains as Subsystems. Or ganizational Contributions to the “General Good.” A Framework for Evaluation: Operative Goals and System Needs. Some Suggestions for Evaluating Designs. Relevance of Selected Criteria. Some Operative Criteria. Productivity, Adaptability, and Flexibility. Further Criteria. External Criteria. No Single Criterion: Trade-offs and Suboptimization. Suboptimization as a Virtue. Values. Case Hastings Electronic Company, Albert H. Rubenstein, 222 section III Organizational Dynamics and the Functioning Organization 9. Organizational Roles and Norms 229 231 Roles, Norms, and Individual Behavior: The “Fluid” Nature of Or ganizations. A Negotiated Order. Shared Understandings.
Negotiating Agreements. Roles, Norms, and Role Senders. The Structure of Norms. Effects of Normative Situations. Ambiguous Norms. The Role Episode. Role Conflict. Role Ambiguity. Sources of Role Ambiguity. Managing Role Conflict: Organizational Roles, Innovation, and Adaptation. Sources of Role Conflict. Managing Role Conflict. Managing Stress in Boundary Roles. Influence, Power, and Bases of Power. Bases of Com pliance. The Power of Lower Participants. The Normative Element and Power. Norms and Organizational Behavior: Power and Decisions. Power of Stakeholders. Normative Power and Decisions. Normative Structure and Political Processes. Role-negotiation. Political Processes. Organizational Culture and Character. Character: Power, Roles, Tasks, and People. Ideological Fit. 10. Power and Conflict 265 Sources of Conflict: Power as a Source of Conflict. The Process of Conflict. Effects of Conflict. The Effects of Bureaucratic Conflict in Different Organizations. A Study of Conflict in Top Management. The Power of the Boss. Shared Goals and Pressures for Conflict Resolution.
Contents xiv The Importance of Power in Resolving Conflict. Bureaucratic) Con flict: Autonomy and Conflict. Activation of Commitments and Obliga tions. Integrating Individual and Organizational Goals. Socialization as a Means for Resolving Bureaucratic Conflict. Socialization of Attītu es and Values. Leading Control Mechanisms. Selective Recruitment. Un obtrusive Cognitive Controls. Participation as a Social Control Mecha nism. The Accommodation Mechanism for Individual and Organizational Integration. Primary and Secondary Relations in Organizations, vs tems Conflicts: Subgoals and Conflicts. Goal and Style Differentiation. Superordinate Goals. Moving Conflict within Units. Incentive Systems. Reducing Function Interdependence. Dealing with Sequential Depen dencies. Reducing Pressures for Compliance. Bargaining Conflicts. Limited Resources and Conflicts. Distributive Bargaining Tactics. Pres sure Tactics. Concessions. Tacit Communication. Informal Conferences. Intermediaries. The Importance of Normative Structure. Integrative Bargaining. Dealing with Conflict Sequentially. Content Specific and Equity Norms. The Norm of Mutual Responsiveness. Partisans: Two Perspectives on Conflict: Social Control and Partisans in the Sub system. Getting Power. Trust and Distrust. Usefulness of Distrust. Confidence, Neutrality, and Alienation. Reactions by Authorities. Pitfalls in Confrontation and Participation. Participation’s Usefulness to the Partisan. 11. Control 311 Internal versus External Control: Planning. Bureaucratic Con flict. The Advantages of Rules and Operating
Procedures. “Invisible” Rules. Measuring Components of Bureaucracy. Relationships Between Centralization and Structuring of Activities. Determinants of Structur ing and Centralization. Professionals and Bureaucracies. Bureaucracy and Professionalism as Alternatives. Bureaucracy in the Service of Professional Autonomy. Matching Organizational Requirements with Professional Needs. Unprogrammed Coordination. The Location of Control ш Organization Design : Between Bureaucratic and Profes sional Organizations. Location of Contro! as a Function of Information Processing Requirements. Mechanisms for Developing Information Processing Capacity. Increasing Capacity or Reducing Processing Re quirements: A Dilemma. From External to Internal Control. Manage ment by Objectives. Positive Reinforcement. 12. Leadership 338 Leader Behavior and Group Performances .· Preliminary Definitions of Leadership. Two Factors in Leadership. Leader Traits and Group Needs, г our Theories of Leadership. Structural Variables and Leader Behavior: Conditions and Intervening Variables in Leadership Processes. Fielder s Favorableness” of the Situation for Leadership. The Path-Goal Theory of Leadership. The Varying Effects of Leadership. Leadership in Changing Situations. Leadership and Organizational Constraints. Leader -Г0!? AN„D Organizational Performance.· Top Management and rnmíľwi nf1™ S PTersPective of Institutional Leadership. Oppor tunism and Utopianism. Leadership and Creativity. Case Kingston Company, R. Stuart-Kotze, 368
Contents XV section IV Strategy 373 13. The Organization’s Environment 375 Impact of the Environment: A Systems View of the Organization’s Environment. Causal Texture of the Environment. Coping with Turbu lence. Organization Sets. Reaction and Proaction: Organizations, Society, and the Physical Environment. Organizational Prestige Sets. Preserving Rationality. Domains. Other Bases for Exchange, Autonomy and Dependency. Managing Interdependence. Environment, Technology, and Organizational Design. Top Management and the Environment. Organizational Intelligence. Boards of Directors. Community Power Structure. Power in Boundary Roles. The Residual Meaning. 14. Strategy Formulation 403 Models of Decision Making: Strategy. Strategy and Planning. Strategy Formulation: The Normative Approach. Descriptive Studies. Strategy Formulation: The Disjointed Incremental Approach. A Contingency Approach. Values. Processes of Strategy Formulation. Coalitions in Strategy Formulation. Rational or Natural System Model for Strategy? Decision Making as a Process: The Strategic Decision Process. Identi fication Phase. Development Phase. Selection Phase. The Complexity of Strategic Decision Processes. The Behavior of Strategy Makers. Strategic Management. Dissonance Reduction, and the Intractability of Managers. Case Walnut Avenue Church, R. W. Ackerman, 438 section V Changing the Organization 443 15. Introduction to Organizational Change 445 Determinants of Organizational Change: Some Determinants of Change in Organizations. Complexity. Centralization. Formalization. Stratification. Production.
Efficiency. Job Satisfaction. Systemic Qualities of the Variables Studied. Dynamic Organizations. Static Organizations. Stable and Dynamic Environments. Diversification. Scientific Manage ment. Organizational Affluence. “Everyday” Change. Growth. Conse quence of Growth. Organizational Life Cycles. Two Stages of Organiza tional Change. Dilemmas in the Process of Change: Determining the Need for Change. Initiation of Change. Implementation of Change. Routinization of Change. Resistance to Change. Dilemmas in Perspec tive. 16. Organizational Development 476 Training Groups in Organizational Development: Controversies in Organizational Development. Characteristics of Organizational Develop-
Contents xvi ment. Normative Goals in Organizational Development. Process Con sultation. Structuring Interventions. Training Groups. The Objectives of Training Groups. The Setting and Role of the Trainer. Research on the Effectiveness of Training Groups. Training Groups and Organizational Change. Research on Training Groups and Organizational Change. Criticisms of OD. Alternative OD Strategies: The Consultant-Trainer Role. Depth of Intervention. Depth of Intervention and Client Depen dency. Deep Intervention Strategies and Social Norms. The Consultant’s Dilemma. 17. The Survey Feedback Approach to Organizational Development 497 The Survey Feedback Technique: Surveys in General. Surveys and Overlapping Groups. Tailoring Data to Hierarchical Levels. Prerequi sites to Survey Feedback. Two-way Reporting. The Survey Feedback Process: The Consultant’s Role in Survey Feedback. A Model for Diag nosis with Surveys. Diagnosis Using a Systems Perspective. Why Survey Feedback Works. Client Perceptions of OD Techniques. 18. The Process of Change in Organizations 514 Theoretical Views of Change Processes: Behavioral Equilibrium- Unfreezing Behavior. Changing Behavior. Refreezing Behavior. Change and the Larger Organization. A Process for Consultants. Developing a Need for Change. Establishing Change Relationships. Clarifying the Problem. Choosing from Alternatives. Transforming Intentions into Change Efforts. Stabilizing Change. Ending the Relationship. Descrip tive Views of Change Processes: Descriptive Studies of Change Processes. Problem Recognition. Search for Solutions. Arrival
of a Change Agent. Commitment of Tod Management CnlbWation. Crea- People. Postscript. 19. The Future-Some Ways of Thinking 542 A Consultant’s Working Paper, J. V. Lorsch and P. H. Thompson, 555 Index 565
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| series2 | The Irwin series in management and the behavioral sciences. |
| spelling | Wieland, George F. Verfasser aut Organizations Behavior, design, and change George F. Wieland ; Robert A. Ullrich* Homewood, Ill. Irwin 1976 XVI, 582 S.: graph. Darst. txt rdacontent n rdamedia nc rdacarrier The Irwin series in management and the behavioral sciences. Organisation Organization Organisation (DE-588)4043774-7 gnd rswk-swf Organisationssoziologie (DE-588)4043788-7 gnd rswk-swf Organisationssoziologie (DE-588)4043788-7 s DE-604 Organisation (DE-588)4043774-7 s 1\p DE-604 Ullrich, Robert A. Verfasser aut Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=001468283&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Wieland, George F. Ullrich, Robert A. Organizations Behavior, design, and change Organisation Organization Organisation (DE-588)4043774-7 gnd Organisationssoziologie (DE-588)4043788-7 gnd |
| subject_GND | (DE-588)4043774-7 (DE-588)4043788-7 |
| title | Organizations Behavior, design, and change |
| title_auth | Organizations Behavior, design, and change |
| title_exact_search | Organizations Behavior, design, and change |
| title_full | Organizations Behavior, design, and change George F. Wieland ; Robert A. Ullrich* |
| title_fullStr | Organizations Behavior, design, and change George F. Wieland ; Robert A. Ullrich* |
| title_full_unstemmed | Organizations Behavior, design, and change George F. Wieland ; Robert A. Ullrich* |
| title_short | Organizations |
| title_sort | organizations behavior design and change |
| title_sub | Behavior, design, and change |
| topic | Organisation Organization Organisation (DE-588)4043774-7 gnd Organisationssoziologie (DE-588)4043788-7 gnd |
| topic_facet | Organisation Organization Organisationssoziologie |
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