Organizational theory: text and cases
Gespeichert in:
1. Verfasser: | |
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Format: | Buch |
Sprache: | English |
Veröffentlicht: |
Reading, Mass. [u.a.]
Addison-Wesley
1998
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Ausgabe: | 2. ed. |
Schlagworte: | |
Online-Zugang: | Inhaltsverzeichnis |
Beschreibung: | XX, 746 S. graph. Darst. |
ISBN: | 0201848759 |
Internformat
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100 | 1 | |a Jones, Gareth R. |e Verfasser |4 aut | |
245 | 1 | 0 | |a Organizational theory |b text and cases |c Gareth R. Jones |
250 | |a 2. ed. | ||
264 | 1 | |a Reading, Mass. [u.a.] |b Addison-Wesley |c 1998 | |
300 | |a XX, 746 S. |b graph. Darst. | ||
336 | |b txt |2 rdacontent | ||
337 | |b n |2 rdamedia | ||
338 | |b nc |2 rdacarrier | ||
650 | 7 | |a Efficacité de l'organisation |2 ram | |
650 | 7 | |a Organisatiegedrag |2 gtt | |
650 | 7 | |a Organisatietheorie |2 gtt | |
650 | 7 | |a Sociologie des organisations |2 ram | |
650 | 4 | |a Organizational behavior | |
650 | 4 | |a Organizational behavior |v Case studies | |
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Datensatz im Suchindex
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adam_text | Part1 The Organization
Chapter 1 Organizations and Organizational Stakeholders l
Chapter 2 Basic Challenges of Organizational Design 45
Chapter 3 Designing Organizational Structure: Authority and Control 85
Chapter 4 Designing Organizational Structure: Specialization
and Coordination 127
Chapter 5 Managing Organizational Culture and Ethics 173
Part2 The Organizational Environment
Chapter 6 Managing the Organizational Environment 219
Chapter 7 Organizational Strategy and Structure 267
Chapter 8 Managing the International Environment 313
Part3 The Technological Environment
Chapter 9 Organizational Design and Technology 355
Chapter 10 Managing the New Technological Environment 393
Part 4 Managing Organizational Processes
Chapter 11 Organizational Birth, Growth, Decline, and Death 433
Chapter 12 Decision Making and Organizational Learning 471
Chapter 13 Managing Innovation and Change 509
Chapter 14 Organizational Conflict, Power, and Politics 549
Part V Cases in Organizational Theory
Part1 The Organization
ORGANIZATIONAL INSIGHTS
1.1 A New Kind of Video Store 4 ¦
1.2 The Increasing Power of
Institutional Investors 18 I 1.3
Southwest Airlines Serves Its Customers
20 ¦ 1.4 Is the Government Too Soft
on the Environment 21 ¦ 1.5 Keep
Your Stakeholders Glued to Your
Company 26
Preface xvii
Acknowledgements xxi
chapter 1 ORGANIZATIONS AND ORGANIZATIONAL
STAKEHOLDERS 1
A Case in Point: Kinko s New Operating Structure 2
What is an Organization? 3
How Does an Organization Create Value? 5
What is Organizational Theory? 10
Why Do Organizations Exist? 7
Organizational Structure 11
Organizational Culture 12
Organizational Design 12
The Importance of Organizational Design 13
Gaining Competitive Advantage 14
Managing Diversity 15
Efficiency and Innovation 15
The Consequences of Poor Organizational Design 16
Organizational Stakeholders 16
Inside Stakeholders 17
Outside Stakeholders 19
Organizational Effectiveness: Satisfying Stakeholders
Goals and Interests 22
Competing Goals 23
Allocating Rewards 24
Effectiveness over Time 25
Managing Stakeholder Interests 25
How do Managers Measure Organizational Effectiveness? 27
The External Resource Approach: Control 27
The Internal Systems Approach: Innovation 29
The Technical Approach: Efficiency 29
Measuring Effectiveness: Organizational Goals 30
ORGANIZATIONAL THEORY iN ACTION
Practicing Organizational Theory:
Open System Dynamics 37
Making the Connection #1 37
Analyzing the Organization:
Design Module #I 37
ORGANIZATIONAL INSIGHTS
2.1 B.A.R. and Grille. Restaurant 48
B 2.2 Communication Problems at
IBM 56 B 2.3 Integration at Amgen
60 B 2.4 The Health Hazards of
Decentralization 63 B 2.5 Innovative
Control at Microsoft 66 B 2.6
Wildcat Strikes in the Gypsum Plant
69 B 2.7 Sony s Magic Touch 75 B
2.8 Wal Mart s Race to the Top 77
MANAGERIAL IMPLICATIONS
Differentiation 55 B The Design
Challenges 72
ORGANIZATIONAL THEORY IN AQION
Practicing Organizational Theory:
Growing Pains 80 B Making the
Connection #2 81 B Analyzing
the Organization: Design Module
#2 81
CONTENTS V
What Are the Factors Affecting Organizations? 32
The Organizational Environment 33
The Technological Environment 33
Organizational Processes 33
Summary 35
Discussion Questions 36
Closing Case: Motorola Helps to Reorganize Los Alamos 40
Chapter 2 BASIC CHALLENGES OF
ORGANIZATIONAL DESIGN 45
A Case in Point: Where should Decisions Be Made 46
Differentiation 47
Organizational Roles 50
Subunits: Functions and Divisions 51
Differentiation at the B.A.R. and Grille 52
Vertical and Horizontal Differentiation 53
Organizational Design Challenges 54
Balancing Differentiation and Integration 55
Integration and Integrating Mechanisms 56
Differentiation Versus Integration 61
Balancing Centralization and Decentralization 62
Centralization Versus Decentralization of Authority 62
Balancing Standardization and Mutual Adjustment 65
Formalization: Written Rules 65
Specialization: Understood Norms 66
Standardization Versus Mutual Adjustment 68
Coordinating the Formal and Informal Organizations 68
Status and Power 71
Mechanistic and Organic Organizational Structures 72
Mechanistic Sturctures 73
Organic Structures 74
The Contingency Approach to Organizational Design 76
Summary 78
Discussion Questions 79
Closing Case: Johnson Johnson s Decentralized Approach 82
Chapter 3 DESIGNING ORGANIZATIONAL
STRUCTURE: AUTHORITY AND CONTROL 85
A Case in Point All Change at Sunbeam 86
Top Managers and Organizational Authority 87
The Chief Executive Officer 89
Vi CONTENTS
ORGANIZATIONAL INSIGHTS
The Shake up at Du Pont 98 ¦ 3.2
Promotion Tournaments at IBM 99 ¦
3.3 Microsoft s Team Structure 106 ¦
3.4 Too Many Managers at the Bottling
Plant 107 ¦ 3.5 Personal Computers
Are Just Toys 112 ¦ 3.6 Crew G s
Rules of Conduct 114 ¦ 3.7 Big
Changes at the Post Office 119
MANAGERIAL IMPLICATIONS
Authority and Control 109 ¦ Using
Bureaucracy to Benefit the
Organization 117
OiANlllLTIORKIIlAW
Practicing Organizational Theory:
How to Restructure an Organization
122 ¦ Making the Connection #3
123 ¦ Analyzing the Organization:
Design Module #3 123
ORGANIZATIONAL INSIGHTS
4.1 Developing Blockbuster Video s
Functional Structure 131 ¦ 4.2
Creating GM s Multidivisional
Structure 145 ¦ 4.3 Chrysler s New
Team Structure 151 ¦ 4.4 Lennox
Makes a U Turn 154 ¦ 4.5 Tailoring
Structure to Customers 156 ¦ 4.6
DEC s Problems with Its Matrix 161
MANAGERIAL IMPLICATIONS
Functional Structure 137 ¦ Changing
Organizational Structure 157
The Top Management Team 90
Other Managers 91
Authority: How and Why Vertical Differentiation Occurs 94
The Emergence of the Hierarchy 94
Size and Height Limitations 95
Problems with Tall Hierarchies 97
The Parkinson s Law Problem 100
The Ideal Number of Hierarchical Levels: The Minimum
Chain of Command 101
The Span of Control 102
Summary 104
Control: Factors Affecting the Shape of the Hierarchy 104
Horizontal Differentiation 104
Centralization 106
Standardization 108
The Influence of the Informal Organizaion 108
Summary 109
The Principles of Bureaucratic Structure 110
The Advantages of Bureaucratic Structure 116
Restructuring the Organization 117
Summary 120
Discussion Questions 122
Closing Case: The Shakeup in GM s Hierarchy 124
Chapter 4 DESIGNING ORGANIZATIONAL
STRUCTURE: SPECIALIZATION AND
COORDINATION 127
A Case in Point: Stein Co. Makes a Major Change 128
Functional Structure 129
Advantages of a Functional Structure 132
Control Problems in a Functional Structure 132
Reengineering Functional Structure to Solve Control
Problems 134
From Functional Structure to Divisional Structure 137
Moving to a Divisional Structure 138
Divisional Structure I: Three Kinds of Product Structure 139
Product Division Structure 140
Multidivisional Structure 141
Product Team Structure 149
Summary 152
Divisional Structure II: Geographic Structure 153
Divisional Structure III: Market Structure 155
ORGANIZATIONAL THEORY IN AafON
Practicing Organizational Theory:
How to Reengineer an Organization
167 ¦ Making the Connection #4
168 ¦ Analyzing the Organization:
Design Module #4 168
ORGANIZATIONAL INSIGHTS
5.1 A Tale of Two Cultures 178 ¦ 5.2
Triad Systems Builds a Culture Based
on Success 184 ¦ 5.3 A Change in the
Top in Disney 187 ¦ 5.4 Apple Juice
or Sugar Water 190 ¦ 5.5 A Clash of
Two Cultures 193 ¦ 5.6Bimba
Changes Its Property Rights System
195 ¦ 5.7 All Change at Union
Pacific 198 ¦ 5.8 Ben and Jerry s
Ethical Culture 206 ¦ 5.9 Dow
Coming s Ethics System 209
MANAGERIAL IMPLICATIONS
Analyzing Organizational Culture
185 ¦ Designing Organizational
Culture 201
ORGANPTIONAL THEORY IN ACTION
Practicing Organizational Theory:
Developing a Service Culture 212
¦ Making the Connection #5 212
¦ Analyzing the Organization:
Design Module #5 213
CONTENTS Vii
Matrix Structure 157
Advantages of a Matrix Structure 159
Disadvantages of a Matrix Structure 160
Multidivisional Matrix Structure 162
Network Structure and the Boundaryless
Organization 163
Advantages of Network Structures 169
Disadvantages of Network Structures 164
The Boundaryless Organization 165
Summary 165
Discussion Questions 166
Closing Case: A New Caterpillar Emerges 169
Chapter 5 MANAGING ORGANIZATIONAL
CULTURE AND ETHICS 173
A Case in Point: Big Blue s Big Problems 174
What Is Organizational Culture? 176
How Is an Organization s Culture Transmitted to
Its Members? 180
Socialization and Socialization Tactics 180
Stories, Ceremonies, and Organizational Language 183
Where Does Organizational Culture Come From? 186
Characteristics of People Within the Organization 186
Organizational Ethics 189
Property Rights 192
Organizational Structure 197
Can Organizational Culture Be Managed? 199
The Advantages of Ethical Behavior 201
Why Does Unethical Behavior Occur? 203
Lapses in Individual Ethics 203
Ruthless Pursuit of Self interest 203
Outside Pressure 203
Corporate Social Responsibility 204
The Narrow Stance 204
The Broad Stance 205
Creating an Ethical Organization 207
Designing an Ethical Structure and Control System 208
Creating an Ethical Culture 209
Supporting the Interests of Stakeholder Groups 210
Summary 210
Discussion Questions 211
Closing Case: Changingthe Culture of UTC 214
Viii CONTENTS
Part I The Organizational
ORGANIZATIONAL INSIGHTS
6.1 McDonald s Changing
Environment 232 ¦ 6.2 Mighty
Microsoft 236 ¦ 6.3 Competitive
Alliances in Telecommunications 248
¦ 6.4 Lighting Up the Utilities 250 ¦
6.5 Ekco and Its Suppliers 256
MANAGERIAL IMPLICATIONS
Analyzing the Environment 228 ¦
Resource Dependence Theory 251
ORGANIZATIONAL THEORY IN ACTION
Practicing Organizational Theory:
Protecting Your Domain 261 ¦
Making the Connection #6 261 ¦
Analyzing the Organization:
Design Module #6 262
Environment Chapter 6 MANAGING THE ORGANIZATIONAL
ENVIRONMENT 219
A Case in Point: AT T s Changing Environment 220
What Is the Organizational Environment? 222
The Specific Environment 223
The General Environment 224
Sources of Uncertainty in the Organizational Environment 225
Contingency Theory 228
Lawrence and Lorsch on Differentiation, Integration, and the
Environment 229
Burns and Stalker on Organic Versus Machanistic Structures
and the Environment 231
Strategic Choice and the Enacted Environment: A Criticism of
Contingency Theory 234
Resource Dependence Theory 235
Interorganizational Strategies for Managing Resource
Dependencies 237
Strategies for Managing Symbiotic Resource Interdependencies 238
Developing a Good Reputation 238
Co optation 239
Strategic Alliances 240
Merger and Takeover 245
Strategies for Managing Competitive Resource Interdependencies 245
| Collusion and Cartels 246
Third Party Linkage Mechanisms 247
Strategic Alliances 248
Merger and Takeover 250
Transaction Cost Theory 252
Sources of Transaction Costs 252
Transaction Costs and Linkage Mechanisms 254
Bureaucratic Costs 255
Using Transaction Cost Theory to Choose an
Interorganizational Strategy 255
Summary 259
Discussion Questions 260
Closing Case: How Ford Manages its Environment 263
Chapter 7 ORGANIZATIONAL STRATEGY
AND STRUCTURE 267
A Case in Point: Can Long John s Get Back on Both Feet? 268
ORGANIZATIONAL INSIGHTS
7.1 How to Compete in the PC Market
283 ¦ 7.2 Hershey, Mars, and the
Candy Wars 286 ¦ 7.3 Letting Go is
Hard to Do 291 ¦ 7.4 Delta s Culture
Flies Away 293 ¦ 7.5 Hitachi Ltd.
301 ¦ 7.6 Hughes Aircraft Fails to
Lift Off 304
MANAGERIAL IMPLICATIONS
Functional Level Strategy 281 ¦
Business Level Strategy 294 ¦
Corporate Level Strategy 306
OlilllOiLTIOIiAW
Practicing Organizational Theory:
What Kind of Supermarket? 308 ¦
Making the Connection #7 309 ¦
Analyzing the Organization:
Design Module #7 309
CONTENTS iX
What Is Organizational Strategy? 269
Sources of Core Competences 270
Three Levels of Strategy 272
Functional Level Strategy 274
Strategies ot Lower Costs or Differentiate Products 274
Using Interorganizational Strategies 276
Functional Level Strategy and Structure 277
Functional Level Strategy and Culture 279
Business Level Strategy 281
Strategies to Lower Costs or Differentiate Products 281
Strategies to Enlarge the Organizational Domain 284
Focus Strategy 288
Business Level Strategy and Structure 288
Business Level Strategy and Culture 292
Corporate Level Strategy 295
Vertical Integration 297
Related Diversification 298
Unrelated Diversification 298
Corporate Level Strategy and Structure 299
Corporate Level Strategy and Culture 302
Using Interorganizational Strategies 303
Organizational Problems in Managing
Corporate Level Strategy 304
Summary 307
Discussion Questions 308
Closing Case: Gillette Forges Ahead 310
hapter 8 MANAGING THE INTERNATIONAL
ENVIRONMENT 313
A Case in Point: Levi Strauss Goes Global 314
What Is the International Environment? 315
The Specific International Environment 317
The General International Environment 318
Creating Value from Global Expansion 319
Transferring Core Competences Abroad 320
Establishing a Global Network 320
Gaining Access to Global Resources and Skills 321
Using Global Learning to Enhance Core Competences 322
Factors Influencing the Choice of Global Expansion Strategy 323
Pressures for Global Integration 323
Pressures for Local Responsiveness 323
Bureaucratic Costs 324
Strategies for Managing the International Environment 324
Multidomestic Strategy 324
X CONTENTS
ORGANIZATIONAL INSIGHTS
8.1 Xerox Learns from the Japanese 322
¦ 8.2 Arvin Industries Goes Global 328
¦ 8.3 Proctor Gamble s Transitional
Strategy 330 ¦ 8.4 Perkin Elmer
Changes Track 338 ¦ 8.5 Motorola
Goes to a Global Matrix 339
MANAGERIAL IMPLICATIONS
Global Expansion Strategy 332 ¦
Matching Global Strategy and
Structure 345
01MO1LTIORY IN ACTION
Practicing Organizational Theory:
Going Global 350 ¦ Making the
Connection #8 350 ¦ Analyzing
the Organization: Design Module
#8 351
Part 3 The Technological En
ORGANIZATIONAL INSIGHTS
9.1 The Ethics of Mass Production 363
¦ 9.2 The San Diego Zoo Changes Its
Stripes 373 ¦ 9.3 USAA Improving
the Delivery of Intangible Services 379
¦ 9.4 A New Approach at Hewlett
Packard 382
MANAGERIAL IMPLICATIONS
Analyzing Technology 383
International Strategy 326
Global Strategy 327
Transnational Strategy 329
Global Expansion Strategy, Organizational Structure, and
Organizational Culture 332
Vertical Differentiation in the International
Environment 333
Horizontal Differentiation in the International
Environment 335
Increasing Integration in the International Environment 342
Developing an International Organizational Culture 344
International Strategic Alliances 346
Long Term Contracts 346
Network Organizations 347
Minority Ownership 347
Joint Ventures 347
Summary 348
Discussion Questions 349
Closing Case: ABB s Matrix Structure 352
ivironment fiapter 9 ORGANIZATIONAL DESIGN AND
TECHNOLOGY 355
A Case in Point: Progressive Manufacture at Ford 356
What Is Technology? 358
Technology and Organizational Effectiveness 358
Technical Complexity: The Theory of Joan Woodward 360
Small Batch and Unit Technology 361
Large Batch and Mass Production Technology 362
Continuous Process Technology 364
Technical Complexity and Organizational Structure 365
The Technological Imperative 367
Routine Tasks and Complex Tasks: The Theory of
Charles Perrow 368
Task Variability and Task Analyzability 369
Four Types of Technology 370
Routine Technology and Organizational Structure 372
Nonroutine Technology and Organizational Structure 373
Task Interdependence: The Theory of James D. Thompson 374
Mediating Technology and Pooled Interdependence 375
Organisational Theory in Action
Practicing Organizational Theory:
Choosing a Technology 387 ¦
Making the Connection #9 388 ¦
Analyzing the Organization:
Design Module #9 388
ORGANIZATIONAL INSIGHTS
10.1 Morotola s Factory of the Future
403 ¦ 10.2 Flexible Work Teams at
Globe 406¦ 10.3 GMandToyota
Give Plant a New Lease on Life 409 ¦
10.4 Xerox and Trident Tool: The
Search for Quality mW 10.5
Cakebread Cellars Goes High Tech 419
¦ 10.6Levi s Digital Jeans 423
MANAGERIAL IMPLICATIONS
Advanced Manufacturing
Technology 417
ORGANIZATIONAL THEORY IN ACTION
Practicing Organizational Theory:
Bringing the Sales Force On line
427 ¦ Making the Connection #10
427 ¦ Analyzing the Organization:
Design Module #10 427
CONTENTS Xi
Long Linked Technology and Sequential
Interdependence 377
Intensive Technology and Reciprocal Interdependence 380
Technology and Culture 384
Summary 385
Discussion Questions 387
Closing Case: The Shape of Things to Come 389
Chapter 10 MANAGING THE NEW
TECHNOLOGICAL ENVIRONMENT 393
A Case in Point: Toyota s Flexible Production System 394
From Mass Production to Advanced Manufacturing
Technology 395
Advanced Manufacturing Technology: Innovations in
Materials Technology 398
Computer Aided Design 398
Computer Aided Materials Management 399
Just in Time Inventory Systems 400
Flexible Manufacturing Technology and Computer Integrated
Manufacturing 402
Advanced Manufacturing Technology: Innovations in
Knowledge Technology 404
Flexible Workers 405
Flexible Work Teams 406
Managing Advanced Manufacturing Technology 410
Total Quality Management 410
Organizational Strucure and Advanced Manufacturing
Technology 414
Advanced Manufacturing Technology and Organizational
Culture 416
Advanced Information Technology 417
Implications of Advanced Information Technologies 421
Information Systems and Organizational Structure 421
Information Systems and Competitive Advantage 422
Problems Associated with Advanced Information
Technology 424
Summary 425
Discussion Questions 426
Closing Case: Managing Manufacturer Supplier
Relationships 428
Xii CONTENTS
Part 4 Managing Organiz
ORGANIZATIONAL INSIGHTS
11.1 A Shake Up in Securities 442 ¦
11.2 Are Network Affiliates an
Endangered Species? 443 ¦ 11.3 The
Total Quality Bandwagon 447 ¦
11.4 The Crisis of Leadership at Apple
Computer 450 ¦ 11.5 General
Dynamics Goes from Weakness to
Strength 459
MANAGERIAL IMPLICATIONS
Organizational Birth and Growth
454 ¦ Organizational Decline 462
ORGANlZATiONAL THEORY IN ACTiOH
Practicing Organizational Theory:
Growing Pains 464 ¦ Making the
Connection #11 464 ¦ Analyzing
the Organization: Design Module
#11 465
itional Processes Chapter 11 ORGANIZATIONAL BIRTH, GROWTH,
DECLINE, AND DEATH 433
A Case In Point: The Body Shop Reaches Middle Age 434
The Organizational Life Cycle 435
Organizational Birth 436
A Population Ecology Model of Organizational Birth 437
Number of Births 438
Survival Strategies 439
The Process of Natural Selection 441
The Institutional Theory of Organizational Growth 444
Organizational Isomorphism 445
Disadvantages of Isomorphism 447
Greiner s Model of Organizational Growth 448
Stage 1: Growth Through Creativity 448
Stage 2: Growth Through Direction 451
Stage 3: Growth Through Delegation 452
Stage 4: Growth Through Coordination 453
Stage 5: Growth Through Collaboration 454
Organizational Decline and Death 455
Organizational Inertia 456
Changes in the Environment 458
Weitzel and Jonsson s Model of Organizational
Decline 458
Summary 462
Discussion Questions 464
Closing Case: Dell Computer Faces a Crisis 466
Chapter 12 DECISION MAKING AND
ORGANIZATIONAL LEARNING 471
A Case in Point: Encouraging Learning at
Baxter International 472
Organizational Decision Making 473
Models of Organizational Decision Making 474
The Rational Model 475
The Carnegie Model 477
The Incrementalist Model 480
The Unstructured Model 480
The Garbage Can Model 481
Summary 482
ORGANIZATIONAL INSIGHTS
12.1 Should GEMake or Buy Washing
Machines? 478 ¦ 12.2 Nissan s Top
Heavy Management Style 491 ¦ 12.3
Problems at Gitano Jeans 494
MANAGERIAL IMPLICATIONS
Decision Making and Learning 501
ORGANIZATIONAL THEORY IN ACTiON
Practicing Organizational Theory:
Store Learning 503 ¦ Making the
Connection #12 503 ¦ Analyzing
the Organization: Design Module
#12 504
(
ORGANIZATIONAL INSIGHTS
13.1 Levi Strauss Protects Its Work
Force 519 ¦ 13.2 Jack Welch s
Approach to Change 528 ¦ 13.3
Championing the Mustang 537
MANAGERIAL IMPLICATIONS
Organizational Change 530 ¦
Innovation 542
ORGANIZATIONAL THEORY IN ACTf OM
Practicing Organizational Theory:
Managing Change 543 ¦ Making
the Connection #13 544 ¦
Analyzing the Organization:
Design Module #13 544
CONTENTS Xiii
The Nature of Organizational Learning 482
Types of Organizational Learning 483
Levels of Organizational Learning 483
Factors Affecting Organizational Learning 487
Organizational Learning and Cognitive Structures 489
Types of Cognitive Biases 489
Cognitive Dissonance 490
Illusion of Control 490
Frequency and Representativeness 493
Projection and Ego Defensiveness 493
Escalation of Commitment 495
Improving Decision Making and Learning 496
Strategies for Organizational Learning 496
Nature of the Top Management Team 498
Devil s Advocacy and Dialectical Inquiry 499
Collateral Organizational Structure 500
Summary 501
Discussion Questions . 502
Closing Case: Lexmark Learns New Ways 505
Ihapter 13 MANAGING INNOVATION AND CHANGE 509
A Case in Point: Big Changes at Boeing 510
What is Organizational Change? 511
Targets of Change 512
Types of Change 513
Forces and Resistances to Organizational Change 516
Forces for Change 516
Organizational Level Resistances to Change 520
Subunit Level Obstacles to Change 521
Group Level Resistances to Change 522
Individual Level Resistances to Change 523
Lewin s Force Field Theory of Change 524
A Model of Organizational Change 525
Determining the Need for Change 525
Determining the Strategy for Change 527
Innovation and Technological Change 530
Managing the Innovation Process 532
Stage Gate Development Funnel 533
Using Cross Functional Teams and a Product Team
Structure 534
Team Leadership 536
Skunk Works and New Venture Divisions 538
Creating a Culture for Innovation 539
XJV CONTENTS
ORGANIZATIONAL INSIGHTS
14.1 Conflict Causes Slow Change at
Kodak 555 ¦ 14.2 How Rewards
Produced Conflict at CS First Boston
557 ¦ 14.3 Breakup at Giorgio 559
¦ 14.4 Life at the Top 576
MANAGERIAL IMPLICATIONS
Conflict 563 ¦ Power and Politics 577
ORGANIZATIONAL THEORY IN AOION
Practicing Organizational Theory:
Managing Conflict 579 ¦ Making
the Connection #14 579 ¦
Analyzing the Organization:
Design Module #14 580
Part V Cases io Organizati
Summary 542
Discussion Questions 543
Closing Case: Problems at Borland 545
Chapter 14 ORGANIZATIONAL CONFLICT, POWER,
AND POLITICS 549
A Case in Point: Martha Stewart Takes on Time 550
What Is Organizational Conflict? 551
Pondy*s Model of Organizational Conflict 553
Stage 1: Latent Conflict 554
Stage 2: Perceived Conflict 558
Stage 3: Felt Conflict 558
Stage 4: Manifest Conflict 559
Stage 5: Conflict Aftermath 560
Managing Conflict: Conflict Resolution Strategies 560
Acting at the Level of Structure 561
Acting at the Level of Attitudes and Individuals 562
What Is Organizational Power? 564
Sources of Organizational Power 564
Authority 564
Control Over Resources 567
Control Over Information 567
Nonsubstitutability 568
Centrality 568
Control Over Uncertainty 569
Unobtrusive Power: Controlling the Premises of
Decision Making 569
Using Power: Organizational Politics 570
Tactics for Playing Politics 571
The Costs and Benefits of Organizational Politics 574
Summary 577
Discussion Questions 578
Closing Case: The Coup at Time Warner 580
onal Theory ORGANIZATIONAL STRUCTURE
Case 1 United Products, Inc. By Jeffrey C. Shuman, Bentley College 586
Case 2 The Paradoxical Twins: Acme and Omega Electronics
By John F. Veiga, University of Connecticut 596
CONTENTS XV
Case 3 Continental Can Company of Canada, Ltd.
By Paul R. Lawrence, Harvard University 599
Case 4 Bob s Appliances By Gareth R. Jones, Texas A M University 611
Case 5 Mega Zoinks Records By David Loree, Texas A M University 612
Case 6 Texana Petroleum Corporation By jay W. Lorsch,
PaulR. Lawrence, and James A. Garrison, Harvard University 614
ORGANIZATIONAL CULTURE
Case 7 W.L. Gore Associates, Inc. By Frank Shipper, Salisbury
State University and Charles C. Manz, Arizona State University 622
Case 8 Three Roads to Innovation Ronald A. Mitsch, Senior Vice
President 3M, in Journal of Business Strategy 632
Case 9 Welch on Welch By Stephen W.Quickel, Financial World 635
Case 10 The Lincoln Electric Company By Arthur Sharplin,
McNeese State University 640
ENVIRONMENT, STRATEGY, AND STRUCTURE
Case 11 Beer and Wine Industries: Battles Jaymes
By Per V, Jenster, University of Virginia 651
Case 12 Bennett s Machine Shop, Inc.
By Arthur Sharplin, McNeese State University 658
Case 13 Southwest Airlines 671
Case 14 Ups and Downs at Kodak By Gareth R. Jones, Texas A M
University 675
Case 15 Big Changes at General Motors By Gareth R. [ones
and Susan L. Peters, Texas A M University 688
Case 16 Phillips, NV By Charles W.L. Hill, University of Washington 699
DECISION MAKING, CONFLICT AND CHANGE
Case 17 Carter Racing By Jack W. Brittain, University of Texas at Dallas
and Sim B. Sitkin, University of Texas at Austin 702
Case 18 The Scaffold Plank Incident By Stewart C Mahne and Brad
Brown, University of Virginia 705
Case 19 Ramrod Stockwell By Charles Perrow, Yale University 708
Case 20 Rondel! Data Corporation By John A, Seeger,
Bentley College 711
Case 21 TRW Systems Group (A and B Condensed}
By Paul H. Thompson, Harvard University 719
Company Index 735
Name Index 738
Subject Index 740
|
any_adam_object | 1 |
author | Jones, Gareth R. |
author_facet | Jones, Gareth R. |
author_role | aut |
author_sort | Jones, Gareth R. |
author_variant | g r j gr grj |
building | Verbundindex |
bvnumber | BV012128323 |
callnumber-first | H - Social Science |
callnumber-label | HD58 |
callnumber-raw | HD58.7 |
callnumber-search | HD58.7 |
callnumber-sort | HD 258.7 |
callnumber-subject | HD - Industries, Land Use, Labor |
classification_rvk | MS 5650 |
ctrlnum | (OCoLC)36954568 (DE-599)BVBBV012128323 |
dewey-full | 302.3/5 |
dewey-hundreds | 300 - Social sciences |
dewey-ones | 302 - Social interaction |
dewey-raw | 302.3/5 |
dewey-search | 302.3/5 |
dewey-sort | 3302.3 15 |
dewey-tens | 300 - Social sciences |
discipline | Soziologie |
edition | 2. ed. |
format | Book |
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genre | (DE-588)4522595-3 Fallstudiensammlung gnd-content |
genre_facet | Fallstudiensammlung |
id | DE-604.BV012128323 |
illustrated | Illustrated |
indexdate | 2024-07-09T18:22:10Z |
institution | BVB |
isbn | 0201848759 |
language | English |
oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-008213473 |
oclc_num | 36954568 |
open_access_boolean | |
owner | DE-824 DE-20 DE-188 |
owner_facet | DE-824 DE-20 DE-188 |
physical | XX, 746 S. graph. Darst. |
publishDate | 1998 |
publishDateSearch | 1998 |
publishDateSort | 1998 |
publisher | Addison-Wesley |
record_format | marc |
spelling | Jones, Gareth R. Verfasser aut Organizational theory text and cases Gareth R. Jones 2. ed. Reading, Mass. [u.a.] Addison-Wesley 1998 XX, 746 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Efficacité de l'organisation ram Organisatiegedrag gtt Organisatietheorie gtt Sociologie des organisations ram Organizational behavior Organizational behavior Case studies Organisationshandeln (DE-588)4220614-5 gnd rswk-swf Organisationstheorie (DE-588)4121434-1 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Organisationshandeln (DE-588)4220614-5 s Organisationstheorie (DE-588)4121434-1 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008213473&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
spellingShingle | Jones, Gareth R. Organizational theory text and cases Efficacité de l'organisation ram Organisatiegedrag gtt Organisatietheorie gtt Sociologie des organisations ram Organizational behavior Organizational behavior Case studies Organisationshandeln (DE-588)4220614-5 gnd Organisationstheorie (DE-588)4121434-1 gnd |
subject_GND | (DE-588)4220614-5 (DE-588)4121434-1 (DE-588)4522595-3 |
title | Organizational theory text and cases |
title_auth | Organizational theory text and cases |
title_exact_search | Organizational theory text and cases |
title_full | Organizational theory text and cases Gareth R. Jones |
title_fullStr | Organizational theory text and cases Gareth R. Jones |
title_full_unstemmed | Organizational theory text and cases Gareth R. Jones |
title_short | Organizational theory |
title_sort | organizational theory text and cases |
title_sub | text and cases |
topic | Efficacité de l'organisation ram Organisatiegedrag gtt Organisatietheorie gtt Sociologie des organisations ram Organizational behavior Organizational behavior Case studies Organisationshandeln (DE-588)4220614-5 gnd Organisationstheorie (DE-588)4121434-1 gnd |
topic_facet | Efficacité de l'organisation Organisatiegedrag Organisatietheorie Sociologie des organisations Organizational behavior Organizational behavior Case studies Organisationshandeln Organisationstheorie Fallstudiensammlung |
url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008213473&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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