Verfügbarkeit: Organizational theory

Organizational theory: text and cases

Gespeichert in:

Bibliographische Detailangaben
1. Verfasser:	Jones, Gareth R. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Upper Saddle River, NJ Prentice Hall 2001
Ausgabe:	3. ed
Schlagworte:	Organisationshandeln Organisationstheorie Lehrbuch Fallstudiensammlung
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	XXIII, 599 S. graph. Darst.
ISBN:	0130183784

Internformat

MARC


LEADER	00000nam a2200000 c 4500
001	BV024483424
003	DE-604
005	20101221
007	t
008	090924s2001 d\|\|\| \|\|\|\| 00\|\|\| eng d
020			\|a 0130183784 \|9 0-13-018378-4
035			\|a (OCoLC)247862167
035			\|a (DE-599)BVBBV024483424
040			\|a DE-604 \|b ger \|e rakwb
041	0		\|a eng
049			\|a DE-83 \|a DE-473 \|a DE-525
082	0		\|a 302.35
084			\|a QP 340 \|0 (DE-625)141861: \|2 rvk
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 3. ed
264		1	\|a Upper Saddle River, NJ \|b Prentice Hall \|c 2001
300			\|a XXIII, 599 S. \|b graph. Darst.
336			\|b txt \|2 rdacontent
337			\|b n \|2 rdamedia
338			\|b nc \|2 rdacarrier
650	0	7	\|a Organisationshandeln \|0 (DE-588)4220614-5 \|2 gnd \|9 rswk-swf
650	0	7	\|a Organisationstheorie \|0 (DE-588)4121434-1 \|2 gnd \|9 rswk-swf
655		7	\|8 1\p \|0 (DE-588)4123623-3 \|a Lehrbuch \|2 gnd-content
655		7	\|8 2\p \|0 (DE-588)4522595-3 \|a Fallstudiensammlung \|2 gnd-content
689	0	0	\|a Organisationshandeln \|0 (DE-588)4220614-5 \|D s
689	0	1	\|a Organisationstheorie \|0 (DE-588)4121434-1 \|D s
689	0		\|5 DE-604
856	4	2	\|m Digitalisierung UB Bamberg \|q application/pdf \|u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018459017&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA \|3 Inhaltsverzeichnis
999			\|a oai:aleph.bib-bvb.de:BVB01-018459017
883	1		\|8 1\p \|a cgwrk \|d 20201028 \|q DE-101 \|u https://d-nb.info/provenance/plan#cgwrk
883	1		\|8 2\p \|a cgwrk \|d 20201028 \|q DE-101 \|u https://d-nb.info/provenance/plan#cgwrk

Datensatz im Suchindex

_version_	1804140474929250304
adam_text	Brief Contents Preface xix Chapter 1 · Organizations and Organizational Stakeholders 1 Chapter 2 · Basic Challenges of Organizational Design 33 Chapter 3 · Designing Organizational Structure: Authority and Control 63 Chapter 4 · Designing Organizational Structure: Specialization and Coordination 92 Chapter 5 · Managing Organizational Culture and Ethics 129 · · HF OfíOAN ¿ΛΪΊΟ N AL ENVIRONMENT Chapter 6 · Managing the Organizational Environment 163 Chapter 7 · Organizational Strategy and Structure 200 Chapter 8 · Managing the International Environment 231 і ·■;,;.· Ţ ;.- Г; Ì ; ; ; > ; , ; ^ f Γ; ■· _ ¿/ <·, : ■ , Щ (¡ Щ %¡ f ^f Ţ Chapter 9 · Organizational Design and Technology 265 Chapter 10 · Managing the New Technological Environment 297 : ■■ ■ .■■,■ ■·■<; Д MîaïiCNAL PROCESSUS Chapter 11 · Organizational Birth, Growth, Decline, and Death 330 Chapter 12 · Decision Making and Organizational Learning 358 Chapter 13 · Managing Innovation and Change 388 Chapter 14 · Organizational Conflict, Tower, and Politics 419 Company Index 587 Name Index 591 Subject Index 593 Contents Preface xix ORGANIZATIONAL INSIGHTS 1.1 I The Increasing Power of Institutional Investors, 14 » 1.2 Southwest Airlines Serves Its Customers, 16 · 1.3 Should Doctors Own Stock in Hospitals? 20-1.4 Keep Your Stakeholders Glued to Your Company, 21 FOCUS ON NEW INFORMATION TECHNOLOGY: Amazon.com, Purt 1, 3 Chapter 1 Organizations and Organizational Stakeholders What Is an Organization? How Does an Organization Create Value? 3 Why Do Organizations Exist? 5 What Is Organizational Theory? Organizational Structure 8 Organizational Culture 8 Organizational Design 10 The Importance of Organizational Design 10 Gaining Competitive Advantage 11 Managing Diverstity 12 Efficiency and Innovation 12 The Consequences of Poor Organizational Design 12 Organizational Stakeholders Inside Stakeholders 14 Outside Stakeholders 15 Organizational Effectiveness: Satisfying Stakeholders Goals and Interests Competing Goals 18 Allocating Rewards 19 Managing Stakeholder Interests 20 How Do Managers Measure Organizational Effectiveness? The External Resource Approach: Control 22 The Internal Systems Approach: Innovation 23 The Technical Approach: Efficiency 23 Measuring Effectiveness: Organizational Goals 24 13 17 21 vii viii CONTENTS ORGANIZATIONAL INSIGHTS 2.1 \| B.A.R. and Grille Restaurant, 34 2.2 Integra¬ tion at Artigen, 45 ■> 2.3 Cen¬ tralize or Decentralize? 48 2.4 \| Innovative Control at Mi¬ crosoft, 50 2.5 \| Sony s Maßic Touch, 55 2.6 Wal- Mart s Race to the Top, 57 MANAGERIAL IMPLICATIONS 2.1 \| Differentiation, 41 2.2 The Design Challenges, 53 FOCUS ON NEW INFORMATION TECHNOLOGY: Amazon.com, Part 2, 52 What Are the Factors Affecting Organizations? 24 The Organizational Environment 24 The Technological Environment 26 Organizational Processes 26 Summary 27 Discussion Questions 27 Organizational Theory in Action 28 Assignment 30 Cases for Analysis: Kinko s New Operating Structure 31 References 31 Chapter 2 Basic Challenges of Organizational Design 33 Differentiation 34 Organizational Roles 36 Subunits: Functions and Divisions 37 Differentiation at the B.A.R. and Grille 38 Vertical and Horizontal Differentiation 39 Organizational Design Challenges 40 Balancing Differentiation and Integration 41 integration and Integrating Mechanisms 42 Differentiation versus Integration 46 Balancing Centralization and Decentralization 46 Centralization versus Decentralization of Authority 47 Balancing Standardization and Mutual Adjustment 49 Formalization: Written Rules 50 Socialization: Understood Norms 51 Standardization versus Mutual Adjustment 52 Mechanistic and Organic Organizational Structures 53 Mechanistic Structures 53 Organic Structures 55 The Contingency Approach to Organizational Design 56 Summary Discussion Questions Organizational Theory in Action Assignment Cases for Analysis: Where Should Decisions Be Made? References Chapter 3 - Designing Organizational Structure: Authority and Control Authority: How and Why Vertical Differentiation Occurs The Emergence of the Hierarchy 64 Size and Height Limitations 65 Problems with Tall Hierarchies 66 58 59 59 60 61 61 63 64 CONTENTS ix ORGANIZATIONAL INSIGHTS 3.1 j Wang Labs New Struc¬ ture, 67 3.2 \| How Much to Decentralize? 75 3.3 Crew G S Rules of Conduct, 80 3.4 Wildcat Strikes in the Gyp- sum Plant, 83 ■ 3.5 \| Big Changes at the Fost Office, 85 MANAGERIAL IMPLICATIONS 3.1 Authority and Control, 76 3.2 Using Bureaucracy, 40 3.3 Benefit the Organi¬ zation, 81 FOCUS ON NEW INFORMATION TECHNOLOGY: Amazon.com, Part 3, 93 The Parkinson s Law Problem 69 The Ideal Number of Hierarchical Levels: The Minimum Chain of Command 69 Span of Control 70 Summary 72 Control: Factors Affecting the Shape of the Hierarchy 72 Horizontal Differentiation 72 Centralization 74 Standardization 74 Summary 75 The Principles of Bureaucracy 76 The Advantages of Bureaucracy 80 The Influence of the Informal Organization 82 Restructuring the Organization 83 Summary 86 Discussion Questions 87 Organizational Theory in Action 88 Assignment 88 Cases for Analysis: All Change at Sunbeam 89 Cases for Analysis: The Shake-up at GE s Hierarchy 90 References 90 ORGANIZATIONAL INSIGHTS 4.1 \| Creating GM s Multidi- visional Structure, 106 -4.2 j Iacocca Pioneers Chrysler s Team Structure, 111 4.3 Wal-Mart Goes National, Then Global. 114 4.4 Tailoring Structure to Customers. 115 4.5 \| DEC s Problems with Its Matrix, 119 MANAGERIAL IMPLICATIONS 4.1 Functional Structure, 99 4.2 Changing of Organi¬ zational Structure, 116 Chapter 4 * Designing Organizational Structure: Specialization and Coordination 92 Functional Structure 93 Advantages of a Functional Structure 94 Control Problems in a Functional Structure 95 Reengineering Functional Structure to Solve Control Problems 96 From Functional Structure to Divisional Structure 98 Moving to a Divisional Structure 100 Divisional Structure I: Three Kinds of Product Structure 101 Product Division Structure 101 Multidivisiona) Structure 103 Product Team Structure 109 Summary 112 Divisional Structure II: Geographic Structure 112 Divisional Structure III: Market Structure 114 Matrix Structure 116 Advantages of a Matrix Structure 117 Disadvantages of a Matrix Structure 118 The Multidivisional Matrix Structure 120 Network Structure and the Boundaryless Organization 121 CONTENTS ORGANIZATIONAL INSIGHTS 5.1 A Tale of Two Cultures, 132-5.2 j Triad Systems Builds a Culture Based on Suc¬ cess, 136 ■ 5.3 \| A New CEO Tries to Change Procter & Gamble s Culture, 139 · 5.4 Apple Juice or Sugar Water? 142 - 5.5 \| Λ Clash of Two Cultures, 145 5.6 ¡ Btmba Changes Its Property Rights System, 147 5.7 Ben and Jerry s Ethical Culture, 155 MANAGERIAL IMPLICATIONS 5.1 Analyzing Organiza¬ tional Culture, 138 5.2 Designing Organizational Cul¬ ture, 150 Advantages of Network Structures 121 Disadvantages of Network Structures 122 The Boundaryless Organization 123 Summary 123 Discussion Questions 124 Organizational Theory in Action 125 Assignment 126 Cases for Analysis: Stein & Co. Makes a Major Change 126 Cases for Analysis: A New Caterpillar Emerges 127 References 127 Chapters * Manaßinß Organizational Culture and Ethics 129 What Is Organizational Culture? 130 How Is an Organization s Culture Transmitted to Its Members? 133 Socialization and Socialization Tactics 133 Stories, Ceremonies, and Organizational Language 135 Where Does Organizational Culture Come From? 138 Characteristics of People Within the Organization 139 Organizational Ethics 140 Property Rights 143 Organizational Structure 147 Can Organizational Culture Be Managed? 149 The Advantages of Ethical Behavior 150 Why Does Unethical Behavior Occur? 152 Lapses in Individual Ethics 152 Ruthless Pursuit of Self-Interest 152 Outside Pressure 152 Corporate Social Responsibility 153 The Narrow Stance 153 The Broad Stance 154 Creating an Ethical Organization 155 Designing an Ethical Structure and Control System 156 Creating an Ethical Culture 157 Supporting the Interests of Stakeholder Groups 157 Summary 158 Discussion Questions 159 Organizational Theory in Action 159 Cases for Analysis: Changing the Culture of UTC 160 Assignment 160 References 161 CONTENTS xi ORGANIZATIONAL INSIGHTS 6.1 McDonald s Changing Environment, 173 6.2 Mighty Microsoft, 175 6.3 Competitive Alliances in Telecommunications, 185 6.4 Ekco and Its Suppliers, 191 MANAGERIAL IMPLICATIONS 6.1 \| Analizing the Environ¬ ment, 169 6.2 Resource Dependence Theory, 187 FOCUS ON NEW INFORMATION TECHNOLOGY: Amazon.com, Part 4, 169 Chapter 6 Managing the Organizational Environment 163 What Is the Organizational Environment? 164 The Specific Environment 165 The General Environment 166 Sources of Uncertainty in the Organizational Environment 167 Contingency Theory 170 Lawrence and Lorsch on Differentiation, Integration, and the Environment 170 Burns and Stalker on Organic versus Mechanistic Structures and the Environment 172 Resource Dependence Theory 174 Interorganizational Strategies for Managing Resource Dependencies 176 Strategies for Managing Symbiotic Resource Interdependencies 177 Developing a Good Reputation 177 Co-optation 178 Strategic Alliances 178 Merger and Takeover 182 Strategies for Managing Competitive Resource Interdependencies 182 Collusion and Cartels í S3 Third-Party Linkage Mechanisms 183 Strategic Alliances 184 Merger and Takeover 185 Transaction Cost Theory 187 Sources of Transaction Costs 188 Transaction Costs and Linkage Mechanisms 189 Bureaucratic Costs 190 Using Transaction Cost Theory to Choose an Interorganizational Strategy 191 Summary 193 Discussion Questions 195 Organizational Theory in Action 195 Cases for Analysis: AT&T s Changing Environment 196 Assignment 197 References 198 Chapter 7 -> Organizational Strategy and Structure 200 What Is Organizational Strategy? 201 Sources of Core Competences 202 Three Levels of Strategy 203 xii CONTENTS ORGANIZATIONAL INSIGHTS 7.1 I PepsiCo Chooses a New Structure. 217- 7.2 How Culture Derailed the Merger between ΑΗΡ and Monsanto. 2187.3 Hitachi LTD. 224 FOCUS ON NEW INFORMATION TECHNOLOGY: Amazon.com, Part 5, 213 MANAGERIAL IMPLICATIONS 7.1 Functional-Level Strate- Business-Level ду, 211 · 7.2 Strategy, 219 7.3 Corpo¬ rate-Level Strategy, 226 ORGANIZATIONAL INSIGHTS 8.1 \| Xerox Learns from the Japanese. 238 · 8.2 \| Arvin Industries Goes Global. 243 » 8.3 \| Procter & Gamble s Transnational Strategy. 245 · 8.4 \| Perkin-Elmer Changes Track. 252 · 8.5 \| Motorola Goes to a Global Matrix. 253 FOCUS ON NEW INFORMATION TECHNOLOGY: Amazon.com, Part 6, 235 MANAGERIAL IMPLICATIONS 8.1 \| Global Expansion Strat¬ egy, 246 - 8.2 \| Matching Global Strategy and Structure, 257 Functional-Level Strategy 205 Strategies to Lower Costs or Differentiate Products 205 Using Interorganizational Strategies 207 Functional-Level Strategy and Structure 207 Functional-Level Strategy and Culture 209 Business-Level Strategy 211 Strategies to Lower Costs or Differentiate Products 212 Focus Strategy 214 Business-Level Strategy and Structure 214 Business-Level Strategy and Culture 217 Corporate-Level Strategy 219 Vertical Integration 220 Related Diversification 221 LJnrelated Diversification 221 Corporate-Level Strategy and Structure 222 Corporate-Level Strategy and Culture 225 Using Interorganizational Strategies 226 Summary 226 Discussion Questions 227 Organizational Theory in Action 228 Assignment 228 Cases for Analysis: Can Long John s Get Back on Both Feet? 229 References 230 Chapter 8 · Managing the International Environment 231 What Is the International Environment? 232 The Specific International Environment 232 The Genera] International Environment 234 Creating Value from Global Expansion 236 Transferring Core Competences Abroad 236 Establishing a Global Network 236 Gaining Access to Global Resources and Skills 237 Using Global Learning to Enhance Core Competences 237 Factors Influencing the Choice of Global Expansion Strategy 239 Pressures for Global Integration 239 Pressures for Local Responsiveness 239 Bureaucratic Costs 239 Strategies for Managing the International Environment 240 Multidomestic Strategy 240 International Strategy 241 Globa) Strategy 242 Transnational Strategy 244 CONTENTS I xiii Global Expansion Strategy, Organizational Structure, and Organizational Culture 246 Vertical Differentiation in the International Environment 248 Horizontal Differentiation in the International Environment 249 Increasing Integration in the International Environment 254 Developing an International Organizational Culture 256 International Strategic Alliances 258 Long-Term Contracts 258 Network Organizations 258 Minority Ownership 259 Joint Ventures 259 Summary 260 Discussion Questions 260 Organizational Theory in Action 261 Assignment 262 Cases for Analysis: ABB s Matrix Structure 262 References 264 Part 3 ■ THE TECHNOLOGICAL ENVIRONMENT ORGANIZATIONAL INSIGHTS Chapter 9 · Organizational Design and Technology 265 9.1 \| Progressive Manufacture What Is Technology? 266 at Ford, 266 - 9.2 I The Ethics of Mass Production, 272 . 9.3 Technology and Organizational Effectiveness 268 The San Diego Zoo Changes Technical Complexity: The Theory of Joan Woodward 270 Its Stripes, 281 · 9.4 USAA Small-Batch and Unit Technology 270 Improving the Delivery of In- Large-Batch and Mass-Production Technology 272 tangible Services, 286 · 9.5 6 ы A New Approach at Hewlett- Continuous-Process Technology 273 Packard, 289 Technical Complexity and Organizational Structure 274 The Technological Imperative 276 Routine Tasks and Complex Tasks: The Theory of Charles Perrow 277 MANAGERIAL Task Variability and Task Analyzability 277 IMPLICATIONS Four Types of Technology 278 9.1 \| Analyzing Technology, Routine Technology and Organizational Structure 280 290 Nonroutine Technology and Organizational Structure 281 Task Interdependence: The Theory of James D. Thompson 282 Mediating Technology and Pooled Interdependence 283 Long-Linked Technology and Sequential Interdependence 285 Intensive Technology and Reciprocal Interdependence 288 xiv CONTENTS ORGANIZATIONAL INSIGHTS 10,1 Motorola s Factory of the Future, 304 10.2 \| Flexi¬ ble Work Teams at Globe, 308 10.3 I GM and Toyota Give Plant a New Lease on Life, 309 10.4 Xerox and Trident Tool: The Search For Quality, 313 10.5 \| Cakebread Cellars Goes High-Tech, 318 10.6 Levi s Digital Jeans, 322 MANAGERIAL IMPLICATIONS 10.1 I Advanced Manufac¬ turing Technology, 316 FOCUS ON NEW INFORMATION TECHNOLOGY: Amazon.com, Part 7, 319 Technology and Culture 290 Summary 292 Discussion Questions 293 Organizational Theory in Action 294 Assignment 294 Cases for Analysis: The Shape of Things to Come 295 References 296 Chapter 10 <■ Manaßing the New Technological Environment 297 From Mass Production to Advanced Manufacturing Technology 298 Advanced Manufacturing Technology: Innovations in Materials Technology 300 Computer-Aided Design 300 Computer-Aided Materials Management 301 Just-in-Time Inventory Systems 302 Flexible Manufacturing Technology and Computer- Integrated Manufacturing 303 Advanced Manufacturing Technology: Innovations in Knowledge Technology 305 Flexible Workers 306 Flexible Work Teams 307 Managing Advanced Manufacturing Technology 310 Total Quality Management 311 Organizational Structure and Advanced Manufacturing Technology 314 Advanced Manufacturing Technology and Organizational Culture 315 Advanced Information Technology 316 Implications of Advanced Information Technologies 320 Information Systems and Organization Structure 320 Information Systems and Competitive Advantage 321 Problems Associated with Advanced Information Technology 322 Summary 324 Discussion Questions 325 Organizational Theory in Action 325 Assignment 325 Cases for Analysis: Toyota s Flexible Production System 326 Cases for Analysis: Managing Manufacturer-Supplier Relationships 327 References 328 Chapter 11 Organizational Birth, Growth, Decline, and Death 330 The Organizational Life Cycle 331 CONTENTS : xv ORGANIZATIONAL INSIGHTS 11.1 j The Total Quality Bandwagon, 340 · 11.2 \| The Crisis of Leadership at Apple Computer, 342 11.3 \| Gener¬ al Dynamics Goes From Weak¬ ness to Strength, 350 FOCUS ON NEW INFORMATION TECHNOLOGY: Amazon.com, Part 8, 337 MANAGERIAL IMPLICATIONS 11.1 I Organizational Birth and Growth, 346 11.2 Organizational Decline, 352 ORGANIZATIONAL INSIGHTS 12. 1 \| Should GE Make or Buy Washing Machines? 363 -12.2 Nissan s Тор -Heavy Manage¬ ment Style, 374 MANAGERIAL IMPLICATIONS 11.2 Decision Making and Learning, 382 Organizational Birth 331 A Population Ecology Model of Organizational Birth 332 Number of Births 333 Survival Strategies 334 The Process of Natural Selection 335 The Institutional Theory of Organizational Growth 337 Organizational Isomorphism 338 Disadvantages of Isomorphism 339 Greiner s Model of Organizational Growth 340 Stage 1: Growth Through Creativity 341 Stage 2: Growth Through Direction 343 Stage 3: Growth Through Delegation 344 Stage 4: Growth Through Coordination 345 Stage 5: Growth Through Collaboration 345 Organizational Decline and Death 346 Organizational Inertia 347 Changes in the Environment 349 Weitzel and Jonsson s Model of Organizational Decline 349 Summary 353 Discussion Questions 354 Organizational Theory in Action 354 Assignment 355 Cases for Analysis: The Body Shop Reaches Middle Age 356 References 356 Chapter 12 Decision Making and Organizational Learning 358 Organizational Decision Making 359 Models of Organizational Decision Making 360 The Rational Model 360 The Carnegie Model 361 The Incrementalist Model 364 The Unstructured Model 365 The Garbage Can Model 365 Summary 366 The Nature of Organizational Learning 366 Types of Organizational Learning 367 Levels of Organizational Learning 367 Factors Affecting Organizational Learning 371 Organizational Learning and Cognitive Structures 372 Types of Cognitive Biases 373 Cognitive Dissonance 373 Illusion of Control 374 Frequency and Representativeness 375 xvi CONTENTS Projection and Ego-Defensiveness 376 Escalation of Commitment 376 Improving Decision Making and Learning Strategies for Organizational Learning 375 Devil s Advocacy and Dialectical Inquiry 380 Collateral Organizational Structure 381 Summary Discussion Questions Organizational Theory in Action Assignment Cases for Analysis: Encouraging Learning at Baxter International References 377 382 383 384 384 385 386 ORGANIZATIONAL INSIGHTS 13.1 I jack Welch s Approach to Change, 402 13.2 \| Cham¬ pioning the Mustang, 410 MANAGERIAL IMPLICATIONS 13.1 Organizational Change, 403 13.2 Innova¬ tion, 414 FOCUS ON NEW INFORMATION TECHNOLOGY: Amazon.com, Part 9, 406 Chapter 13 » Managing Innovation and Change 388 What Is Organizational Change? 389 Targets of Change 389 Types of Change 391 Forces and Resistances to Organizational Change 393 Forces for Change 393 Organization-Level Resistances to Change 395 Subunit-Level Obstacles to Change 396 Group-Level Resistances to Change 397 Individual-Level Resistances to Change 398 Lewin s Force Field Theory of Change 399 A Model of Organizational Change 399 Determining the Need for Change 400 Determining the Strategy for Change 401 Innovation and Technological Change 404 Managing the Innovation Process 406 Stage-Gate Development Funnel 406 Using Cross-Functional Teams and a Product Team Structure 408 Team Leadership 409 Skunk Works and New Venture Divisions 411 Creating a Culture for Innovation 412 Summary 414 Discussion Questions 415 Organizational Theory in Action 415 Cases for Analysis: Big Changes at Boeing 416 References 417 CONTENTS xvii ORGANIZATIONAL INSIGHTS 14.1 Conjlict Causes Slow Change at Kodak, 423 14.2 How Rewards Produced Con¬ flict at CS First Boston, 425 · 14.3 ¡Life at the Top. 440 MANAGERIAL IMPLICATIONS 14.1 \| Conflict, 430 14.2 \| Power and Politics, 441 Chapter 14 Organizational Conflict, Power, and Politics 419 What Is Organizational Conflict? 420 Pondy s Model of Organizational Conflict 422 Stage 1: Latent Conflict 422 Stage 2: Perceived Conflict 426 Stage 3: Felt Conflict 426 Stage 4: Manifest Conflict 426 Stage 5: Conflict Aftermath 427 Managing Conflict: Conflict Resolution Strategies 427 Acting at the Level of Structure 428 Acting at the Level of Attitudes and Individuals 429 What Is Organizational Power? 430 Sources of Organizational Power 431 Authority 431 Control over Resources 433 Control over Information 433 Nonsubstitutability 434 Centrality 434 Control over Uncertainty 435 Unobtrusive Power: Controlling the Premises of Decision Making 435 Using Power: Organizational Politics 436 Tactics for Playing Politics 436 The Costs and Benefits of Organizational Politics 439 Summary 442 Discussion Questions 442 Organizational Theory in Action 443 Assignment 444 Cases for Analysis: Martha Stewart Takes on Time 444 References 445 CASE 1 United Products, Inc. 446 Jeffrey C. Shuntan CASE 2 The Paradoxical Twins: Acme and Omega Electronics 456 John F. Veiga CASE3 Continental Can Company of Canada, Ltd. 459 Paul R. Lawrence xviii CONTENTS CASE 4 · TRW Systems Group (A and B Condensed) 470 Vaui H. Thompson CASE 5 · Texana Petroleum Corporation 485 Jay W Lorsch, Paul R. Lawrence, and James A. Garrison CASE 6 · Bob s Appliances 492 Garetti R.Junes CASE 7 · Mega-Zoinks Records 493 David Loree CASE 8 « W. L Gore & Associates, Inc. 495 frank Shipper and Charles C. Mam CASE 9 · Three Roads To Innovation 505 Ronald A. Musa CASE 10 » The Lincoln Electric Company 508 Arthur Sharplin CASE 11 · Beer and Wine Industries: Bartles & Jaymes 519 Per V. Jenster CASE 12 · Bennett s Machine Shop, Inc. 526 Arthur Sharplin CASE 13 о Southwest Airlines 539 CASE 14 . Blockbuster Entertainment in 1996 544 Gareth R. Jones CASE 15 « The Evolution of Viacom Inc. 557 Gareth R. Jones CASE 16 » Philips NV 572 Charles W. L Hill CASE 17 » Ramrod Stockwell 575 Charles Perrow CASE 18 * Rondell Data Corporation 578 John A. Seeger Company Index 587 Name Index 591 Subject Index 593
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	BV024483424
classification_rvk	QP 340
ctrlnum	(OCoLC)247862167 (DE-599)BVBBV024483424
dewey-full	302.35
dewey-hundreds	300 - Social sciences
dewey-ones	302 - Social interaction
dewey-raw	302.35
dewey-search	302.35
dewey-sort	3302.35
dewey-tens	300 - Social sciences
discipline	Soziologie Wirtschaftswissenschaften
edition	3. ed
format	Book
fullrecord	<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01674nam a2200409 c 4500</leader><controlfield tag="001">BV024483424</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">20101221 </controlfield><controlfield tag="007">t</controlfield><controlfield tag="008">090924s2001 d\|\|\| \|\|\|\| 00\|\|\| eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">0130183784</subfield><subfield code="9">0-13-018378-4</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)247862167</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV024483424</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-83</subfield><subfield code="a">DE-473</subfield><subfield code="a">DE-525</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">302.35</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">QP 340</subfield><subfield code="0">(DE-625)141861:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Jones, Gareth R.</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Organizational theory</subfield><subfield code="b">text and cases</subfield><subfield code="c">Gareth R. Jones</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">3. ed</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Upper Saddle River, NJ</subfield><subfield code="b">Prentice Hall</subfield><subfield code="c">2001</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">XXIII, 599 S.</subfield><subfield code="b">graph. Darst.</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Organisationshandeln</subfield><subfield code="0">(DE-588)4220614-5</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Organisationstheorie</subfield><subfield code="0">(DE-588)4121434-1</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="655" ind1=" " ind2="7"><subfield code="8">1\p</subfield><subfield code="0">(DE-588)4123623-3</subfield><subfield code="a">Lehrbuch</subfield><subfield code="2">gnd-content</subfield></datafield><datafield tag="655" ind1=" " ind2="7"><subfield code="8">2\p</subfield><subfield code="0">(DE-588)4522595-3</subfield><subfield code="a">Fallstudiensammlung</subfield><subfield code="2">gnd-content</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Organisationshandeln</subfield><subfield code="0">(DE-588)4220614-5</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="1"><subfield code="a">Organisationstheorie</subfield><subfield code="0">(DE-588)4121434-1</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="m">Digitalisierung UB Bamberg</subfield><subfield code="q">application/pdf</subfield><subfield code="u">http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018459017&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA</subfield><subfield code="3">Inhaltsverzeichnis</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-018459017</subfield></datafield><datafield tag="883" ind1="1" ind2=" "><subfield code="8">1\p</subfield><subfield code="a">cgwrk</subfield><subfield code="d">20201028</subfield><subfield code="q">DE-101</subfield><subfield code="u">https://d-nb.info/provenance/plan#cgwrk</subfield></datafield><datafield tag="883" ind1="1" ind2=" "><subfield code="8">2\p</subfield><subfield code="a">cgwrk</subfield><subfield code="d">20201028</subfield><subfield code="q">DE-101</subfield><subfield code="u">https://d-nb.info/provenance/plan#cgwrk</subfield></datafield></record></collection>
genre	1\p (DE-588)4123623-3 Lehrbuch gnd-content 2\p (DE-588)4522595-3 Fallstudiensammlung gnd-content
genre_facet	Lehrbuch Fallstudiensammlung
id	DE-604.BV024483424
illustrated	Illustrated
indexdate	2024-07-09T22:00:34Z
institution	BVB
isbn	0130183784
language	English
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-018459017
oclc_num	247862167
open_access_boolean
owner	DE-83 DE-473 DE-BY-UBG DE-525
owner_facet	DE-83 DE-473 DE-BY-UBG DE-525
physical	XXIII, 599 S. graph. Darst.
publishDate	2001
publishDateSearch	2001
publishDateSort	2001
publisher	Prentice Hall
record_format	marc
spelling	Jones, Gareth R. Verfasser aut Organizational theory text and cases Gareth R. Jones 3. ed Upper Saddle River, NJ Prentice Hall 2001 XXIII, 599 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organisationshandeln (DE-588)4220614-5 gnd rswk-swf Organisationstheorie (DE-588)4121434-1 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content 2\p (DE-588)4522595-3 Fallstudiensammlung gnd-content Organisationshandeln (DE-588)4220614-5 s Organisationstheorie (DE-588)4121434-1 s DE-604 Digitalisierung UB Bamberg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018459017&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
spellingShingle	Jones, Gareth R. Organizational theory text and cases Organisationshandeln (DE-588)4220614-5 gnd Organisationstheorie (DE-588)4121434-1 gnd
subject_GND	(DE-588)4220614-5 (DE-588)4121434-1 (DE-588)4123623-3 (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	Organisationshandeln (DE-588)4220614-5 gnd Organisationstheorie (DE-588)4121434-1 gnd
topic_facet	Organisationshandeln Organisationstheorie Lehrbuch Fallstudiensammlung
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018459017&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT jonesgarethr organizationaltheorytextandcases

Verfügbarkeit

Es ist kein Print-Exemplar vorhanden.

Fernleihe Bestellen Achtung: Nicht im THWS-Bestand! Inhaltsverzeichnis

MARC

Datensatz im Suchindex

Es ist kein Print-Exemplar vorhanden.

Ähnliche Einträge