Holdings: Organization theory

Organization theory: a strategic approach

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Bibliographic Details
Main Author:	Hodge, Billy J. (Author)
Format:	Book
Language:	English
Published:	Upper Saddle River, NJ Prentice Hall 2003
Edition:	6. ed.
Subjects:	Organisatiekunde Organization Management Strategisches Management Organisationstheorie Unternehmensentwicklung Managementinformationssystem
Online Access:	Table of contents Inhaltsverzeichnis
Physical Description:	XIV, 418 S. graph. Darst.
ISBN:	0130330647

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adam_text	Content** PREFACE xii PART I: INTRODUCTION 1 CHAPTER 1 Organization Theory and the Manager 3 CASE: Thrifty Hardware Company: On the Job Training 3 Organizations 6 Organizational challenges 6 Organizations: a definition 9 Organizations as Systems 12 Closed and open systems 13 A Strategic Systems Approach 16 Organization Theory and Managerial Practice 18 A Brief History of Organization Theory 18 Division of labor 18 Weber and the rules of bureaucracy 18 The classical school 19 The human relations school 20 The contingency school 21 Contemporary Perspectives 21 Organizational economics 21 Institutional theory 22 Cultural perspectives 22 Ecological perspectives 23 Organization Theory, The Manager, and The Future 23 CASE: Hot Doughnuts Now 26 CHAPTER 2 Structure and Design—Basic Organizational Building Blocks 28 CASE: A Limited View 28 The Nature of Structure and Design 30 Structure versus design 30 Formal versus informal organization 31 Differentiation and Integration: Key Elements of Structure 32 Nature and process of differentiation 33 Current trends in differentiation 36 The role of integration 38 Formalization 38 Centralization: The decision making locus 39 Span of control 40 Standardization 41 Nonstructural means for integration 43 Putting it all together: Mechanistic and organic organizations 44 CASE: Shoot the Moon 47 iv Contents v PART II: THE CONTEXT OF ORGANIZATIONS 49 CHAPTER 3 Organizational Goals and Effectiveness 51 CASE: Southwest Airlines 51 Organizational Goals and Effectiveness 53 Goals and Their Attainment 54 Primary and secondary beneficiaries 55 Short and long term goals 55 Goals at the Highest Level: The Organization s Mission 57 Goals for Action: Operative Goals 57 Purposes of goals and objectives 62 Managing goals and objectives 64 Organizational goals: Summary and recap 67 Effectiveness 68 CASE: Becoming the Next General Electric 79 CHAPTER 4 The Global Environment for Organizations 81 CASE: Driving a Global Industry 81 Global Trends 82 The Global Environment for Organizations 83 The nature of the general organizational environment 84 Cultural sector 91 Legal and political sector 93 Economic sector 95 Technology sector 97 Human resource sector 98 Physical resources sector 99 Consumer and client sector 99 Sectors of the environment: A recapitulation 100 Environmental Complexity, Change, and Munificence 100 Environmental complexity 100 Environmental change 101 Munificence 101 Contemporary environments 102 CASE: Is a Budweiser by Any Other Name Still a Budweiser? 106 CHAPTER 5 Managing the Environment 108 CASE: Managing the Crowded Skies 108 Deregulation 108 Delta s Alliances 109 Managing the Environment 111 Knowing the Environment 111 Environmental scanning 113 Boundary Permeability, Resilience, and Maintenance 115 Environmental Uncertainty and Dependence 117 Adapting to the Environment 118 Forecasting and strategic planning 119 Withdrawal: Protecting the organizational core 120 VI Contents Differentiation and integration 121 Structuring for the environment 122 Imitation 123 Controlling the Environment 123 Niche or domain selection 124 Linkage strategies 125 CASE: Brand Management 139 CHAPTER 6 Organizational Technology 140 CASE: Don t Forget Your (E ) Ticket 140 Organizational Technology 141 What Is Technology? 142 Organizational Level Technology: The Technical Core 144 Unit or small batch 145 Mass or large batch 145 Continuous process or flow 145 Core Technology and Structure 145 Service as a Core Technology 147 Managing service technology 148 Recent Advancements in Manufacturing Technology 149 Core Technology: A Summary 150 Work Unit or Departmental Technology 152 Work Flow and Technological Interdependence 155 Mediating technology 155 Long linked technology 156 Intensive technology 157 Task Design and Technology: Sociotechnical Systems 159 Fitting people to jobs: The traditional industrial ethic 159 Fitting jobs to people: The postindustrial society 160 Sociotechnical systems: A middle ground? 160 CASE: Technology and Education 164 CHAPTER 7 Organizational Size, Growth, and Life Cycles 166 CASE: A Penny for Your Thoughts 166 Organizational Size, Growth, and Life Cycles 168 What Is Organizational Size? 169 Where Organizations Tend to Grow First 172 Why Grow? The Mixed Blessing of Large Organizational Size 173 Growth, competitive advantage, and survival 173 What Happens When Organization Size Increases: Life Cycles 175 Organizational birth 176 Emergent structure 177 The formal organization 178 Dinosaurs and turnarounds 179 Organizational decline 181 Advantages of Small Size: A Trend for the Future 181 Downsizing 182 Contents VH Redesign 183 Virtual organization 184 Coordination and control: Changing the culture 185 CASE: Fading Memories 188 PART III: MANAGING THE ORGANIZATIONAL CONTEXT 191 CHAPTER 8 Patterns of Strategic Organizational Design 193 CASE: Agency.com 193 Patterns of Strategic Organizational Design 196 Bases for Organization Design 197 Functional grouping 197 Output grouping: Products, markets, and geography 199 Combining function and output: Hybrid and matrix designs 202 Organizations for the Twenty First Century: Evolving Designs 206 The virtual organization 207 The federal organization 208 Characteristics of Effective Structures 212 Efficiency 212 Innovation 214 Flexibility and adaptiveness 214 Facilitation of individual performance and development 214 Facilitation of coordination and communication 215 Facilitation of strategy formulation and implementation 215 CASE: Virtual Growth Continues to Grow Thanks to Outsourcing 218 CHAPTER 9 Organizational Governance and Control 220 CASE: Fire Up the Grill 220 Organizational Governance and Control 222 Agency Theory and Transaction Cost Economics 222 The Nature of the Problem of Organizing 223 Bounded rationality 224 Opportunism 224 Information asymmetry 227 Asset specificity 228 Small numbers 229 Mechanisms for Organizational Governance 230 Contracting and monitoring to reduce agency costs 230 Boards of directors and control 231 Markets as disciplinary forces 233 Transaction Costs and the Efficient Boundaries of the Firm 234 Market control 234 Bureaucratic control 235 Clan control 236 CASE: Sweet Tooth 240 viil Contents PART IV: ORGANIZATIONAL PROCESSES 243 CHAPTER 10 Organizational Culture 245 CASE: Put on Your Makeup 245 Organizational Culture 247 Culture Defined 247 The Formation of Culture 249 Schein s stages of culture formation 249 Scholz s typology of culture formation 251 Fombrun s levels of culture 252 Louis s multiple cultures 253 International Cultural Considerations 253 Thick and Thin Cultures 256 Cultural Indicators and Manifestations 257 Rites, rituals, and ceremonies 257 Symbols and slogans 258 Language 259 Myths and stories 259 Physical Environment 260 Effects of Culture on Organizations 262 Culture and Competitive Advantage 264 The Culture Audit 265 The informal culture audit 265 The formal culture audit 266 Culture Change 267 Culture and Strategy 268 CASE: The Americanization of Siemens 273 CHAPTER 11 Information and Organizational Decision Making 275 CASE: Midwest City University Rebuilds Its Stadium 275 The Value of Information 277 Relevance of information 277 Quality of information 279 Information richness 280 Quantity of information 281 Timeliness of information 283 Accessibility of information 284 Symbolic value of information 285 Systems for Managing Information 286 The information process 286 Managing the Information Process 289 Characteristics of an effective MIS 290 Information and the Decision Making Process 290 Rational decision making 290 Bounded rational decision making 292 Garbage can decision making 293 Contents ix Information Technology and the Modern Organization 296 CASE: Trusting Your Instincts—The Story of Katharine Graham and Rise of The Washington Post 299 CHAPTER 12 Power and Politics: Organizations as Political Entities 301 CASE: Organizational Politics on the Small Screen 301 Power and Politics: Organizations as Political Entities 302 The Nature of Power and Authority 303 Authority 303 Foundations of authority 304 Power 306 The French and Raven power typology 307 Dependency, critical contingencies, and power 310 How to Assess Power 314 Power determinants as indicators of power 314 Power consequences 314 Power symbols 314 Representational indicators of power 315 The Use of Power in Organizations 315 The Stickiness of Power 316 Power and Politics 317 Politics defined 318 The rational and political nature of organizations: A summary 319 CASE: The Politics of Education 324 CHAPTER 13 Innovation, Strategic Change, and Organizational Learning 327 CASE: Teaching a 132 Year Old Dog New Tricks 327 The Concept of Change 328 The Dilemma of Organizational Change 329 The Change Process 330 Initiating Change 333 Types of Organizational Change 334 Goals and strategy 334 People 335 Products and services 335 Technology 336 Organizational development 339 Structure and design change 339 Culture change 341 Organizational Learning 343 Facilitating Change 344 Top management support 344 Structural support 344 Champions 345 X Contents Communications 345 Resources 345 CASE: Saving the Family Legacy at Motorola 350 PART V: INTEGRATIVE CASES 353 CASE: Well Connected The Story of Earthlink, Inc. 355 Company History 355 Mission Statement 356 Internet Bill of Rights 358 Company Directors and Officers 359 Company Services 360 Company Culture 362 Company Outlook 363 CASE: Always Low Prices, Always: Wal Mart s Mantra 364 The Wal Mart Story 364 Wal Mart s Commitment to People 368 Company Culture 368 Wal Mart s Impact on Main Street Business 369 Wal Mart s Distribution System 369 Customer Service 370 Communications Technology 370 Product Mix 370 Future Challenges 371 CASE: Hewlett Packard: Returning to the Garage 373 Background 373 Hewlett Packard Corporate Objectives 373 Hewlett Packard Products and Services 374 Hewlett Packard Competition 375 CEO Search Process and Transition 375 Carly Fiorina 376 Restructuring at Hewlett Packard 377 The Restructuring Assessment 380 Current Challenges 382 2000 Objectives and Results (Prudential Speech) 383 Growth Opportunities 384 The Future 385 Contents xi CASE: Enron Corp.: Outdistancing the Competition and Then Collapsing 392 Background and Overview 392 Business Segments 393 Leadership 395 Vision and Values 396 Enron s Previous Competitive Advantage 397 Earlier Restructuring at Enron 397 Progression to the Internet 398 The Role of Information Technology in Enron s Believed Success 400 Importance of Innovation 400 Challenges and Risks 401 Bankruptcy 401 Enron Before the Fall 403 Enron Milestones 408 INDEX 413
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dewey-tens	650 - Management and auxiliary services
discipline	Wirtschaftswissenschaften
edition	6. ed.
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spelling	Hodge, Billy J. Verfasser aut Organization theory a strategic approach B.J. Hodge ; William P. Anthony ; Lawrence M. Gales 6. ed. Upper Saddle River, NJ Prentice Hall 2003 XIV, 418 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organisatiekunde gtt Organization Management Strategisches Management (DE-588)4124261-0 gnd rswk-swf Organisationstheorie (DE-588)4121434-1 gnd rswk-swf Unternehmensentwicklung (DE-588)4125011-4 gnd rswk-swf Managementinformationssystem (DE-588)4074518-1 gnd rswk-swf Organisationstheorie (DE-588)4121434-1 s DE-604 Unternehmensentwicklung (DE-588)4125011-4 s 1\p DE-604 Managementinformationssystem (DE-588)4074518-1 s 2\p DE-604 Strategisches Management (DE-588)4124261-0 s 3\p DE-604 Anthony, William P. Sonstige oth Gales, Lawrence M. Sonstige oth http://www.loc.gov/catdir/toc/fy032/2001058794.html Table of contents HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009959056&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk
spellingShingle	Hodge, Billy J. Organization theory a strategic approach Organisatiekunde gtt Organization Management Strategisches Management (DE-588)4124261-0 gnd Organisationstheorie (DE-588)4121434-1 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd Managementinformationssystem (DE-588)4074518-1 gnd
subject_GND	(DE-588)4124261-0 (DE-588)4121434-1 (DE-588)4125011-4 (DE-588)4074518-1
title	Organization theory a strategic approach
title_auth	Organization theory a strategic approach
title_exact_search	Organization theory a strategic approach
title_full	Organization theory a strategic approach B.J. Hodge ; William P. Anthony ; Lawrence M. Gales
title_fullStr	Organization theory a strategic approach B.J. Hodge ; William P. Anthony ; Lawrence M. Gales
title_full_unstemmed	Organization theory a strategic approach B.J. Hodge ; William P. Anthony ; Lawrence M. Gales
title_short	Organization theory
title_sort	organization theory a strategic approach
title_sub	a strategic approach
topic	Organisatiekunde gtt Organization Management Strategisches Management (DE-588)4124261-0 gnd Organisationstheorie (DE-588)4121434-1 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd Managementinformationssystem (DE-588)4074518-1 gnd
topic_facet	Organisatiekunde Organization Management Strategisches Management Organisationstheorie Unternehmensentwicklung Managementinformationssystem
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