Holdings: Organizational theory, design, and change

Organizational theory, design, and change:

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Bibliographic Details
Main Author:	Jones, Gareth R. (Author)
Format:	Book
Language:	English
Published:	Upper Saddle River, NJ, Munic Pearson 2010
Edition:	6. ed., global ed.
Subjects:	Organizational behavior Organizational behavior > Case studies Organisation Unternehmen Organisationsgestaltung Organisationswandel Organisationstheorie Fallstudiensammlung
Online Access:	Inhaltsverzeichnis
Item Description:	Includes bibliographical references and index
Physical Description:	543 S. graph. Darst.
ISBN:	9780138157111 0138157111

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adam_text	Titel: Organizational theory, design, and change Autor: Jones, Gareth R. Jahr: 2010 Brief Contents Preface 19 Part i The Organization and Its Environment 23 Chapter 1 Organizations and Organizational Effectiveness 23 Chapter 2 Stakeholders, Managers, and Ethics 50 Chapter 3 Organizing in a Changing Global Environment 81 Part 2 Organizational. Design 114 Chapter 4 Basic Challenges of Organizational Design 114 Chapter 5 Designing Organizational Structure: Authority and Control 142 Chapter 6 Designing Organizational Structure: Specialization and Coordination 169 Chapter 7 Creating and Managing Organizational Culture 201 Chapter 8 Organizational Design and Strategy in a Changing Global Environment 229 Chapter 9 Organizational Design, Competences, and Technology 262 Part 3 Organizational Change 292 Chapter 10 Types and Forms of Organizational Change 292 Chapter 11 Organizational Transformations: Birth, Growth, Decline, and Death 325 Chapter 12 Decision Making, Learning, Knowledge Management, and Information Technology 355 Chapter 13 Innovation, Intrapreneurship, and Creativity 385 Chapter 14 Managing Conflict, Power, and Politics 410 Case Studies 433 Company Index 533 Name Index 536 Subject Index 538 Contents Preface 19 Part i The Organization and Its Environment 23 CHAPTER 1 Organizations and Organizational Effectiveness 23 What Is an Organization? 23 How Does an Organization Create Value ? 24 Why Do Organizations Exist ? 26 Organizational Theory, Design, and Change 29 Organizational Structure 29 Organizational Culture 30 Organizational Design and Change 31 The Importance of Organizational Design and Change 33 The Consequences of Poor Organizational Design 35 How Do Managers Measure Organizational Effectiveness? 37 The External Resource Approach: Control 37 The Internal Systems Approach: Innovation 38 The Technical Approach: Efficiency 38 Measuring Effectiveness: Organizational Goals 40 The Plan of This Book 42 Organizational Design 44 Organizational Change 44 Summary 45 Discussion Questions 45 Organizational Theory in Action 46 Practicing Organizational Theory: Open Systems Dynamics 46 The Ethical Dimension #1 46 Making the Connection #1 46 Analyzing the Organization: Design Module #1 46 Assignment 47 CASE FOR ANALYSIS How Anne Mulcahy Created a New Xerox 48 References 49 Focus on New Information Technology Amazon.com, Part 1 25 Organizational Insight Opposite Organizing Approaches at Apple and Dell Computer 32 Alan Mulally Redesigns Ford Motors 36 Mattel s Rocky Road 39 Southwest Airlines Flies Efficiently 40 CHAPTER 2 Stakeholders, Managers, and Ethics 50 Organizational Stakeholders 50 Inside Stakeholders 50 Outside Stakeholders 52 Organizational Effectiveness: Satisfying Stakeholders Goals and Interests 56 Competing Goals 56 Allocating Rewards 57 8 Contents Top Managers and Organizational Authority 58 The Chief Executive Officer 60 The Top-Management Team 61 Other Managers 62 An Agency Theory Perspective 62 The Moral Hazard Problem 63 Solving the Agency Problem 63 Top Managers and Organizational Ethics 66 Ethics and the Law 66 Ethics and Organizational Stakeholders 67 Sources of Organizational Ethics 6 9 Why Do Ethical Rules Develop? 71 Why Does Unethical Behavior Occur? 73 Creating an Ethical Organization 74 Designing an Ethical Structure and Control System 74 Creating an Ethical Culture 75 Supporting the Interests of Stakeholder Groups 76 Summary 77 Discussion Questions 77 Organizational Theory in Action 78 Practicing Organizational Theory: Creating a Code of Ethics 78 The Ethical Dimension #2 78 Making the Connection #2 78 Analyzing the Organization: Design Module #2 78 Assignment 78 CASE FOR ANALYSIS Ethical Stances at Johnson Johnson and Dow Corning 79 References 80 Organizational Insight How Westland/Hallmark Put Profit Above Safety 53 Tom LaSorda Smoothes Chrysler s Union-Management Relations 55 Should Doctors Own Stock in Hospitals? 58 The Use of Animals in Cosmetics Testing 69 Is It Right to Use Child Labor? 70 John Mackey and the Whole Foods Ethical Code 75 CHAPTER 3 Organizing in a Changing Global Environment 81 What Is the Organizational Environment? 81 The Specific Environment 82 The General Environment 85 Sources of Uncertainty in the Organizational Environment 86 Resource Dependence Theory 91 Interorganizational Strategies for Managing Resource Dependencies 92 Strategies for Managing Symbiotic Resource Interdependencies 93 Developing a Good Reputation 93 Cooptation 94 Strategic Alliances 94 Merger and Takeover 98 Strategies for Managing Competitive Resource Interdependencies 98 Collusion and Cartels 99 Third-Party Linkage Mechanisms 99 Strategic Alliances 100 Merger and Takeover 101 Transaction Cost Theory 102 Sources of Transaction Costs 102 Transaction Costs and Linkage Mechanisms 104 Contents Bureaucratic Costs 104 Using Transaction Cost Theory to Choose an Interorganizational Strategy 105 Summary 108 Discussion Questions 109 Organizational Theory in Action 109 Practicing Organizational Theory: Protecting Your Domain 109 The Ethical Dimension #3 109 Making the Connection #3 109 Analyzing the Organization: Design Module #3 110 Assignment 110 CASE FOR ANALYSIS How Nestle Manages Its Global Environment 111 References 111 Focus on New Information Technology Amazon.com, Part 2 90 Managerial Implications Analyzing the Environment 91 Resource Dependence Theory 102 Organizational Insight Nokia Customizes and Localizes 84 Global Flower Growing Is Not All Roses 87 Growing Pains in China s Air System 92 Don t Buy a Burnt Out Light-Bulb Company 101 Li Fung s Global Supply Chain Management 108 Part 2 Organizational Design 114 CHAPTER 4 Basic Challenges of Organizational Design 114 Differentiation 114 Organizational Roles 116 Subunits: Functions and Divisions 117 Differentiation at the B.A.R. and Grille 118 Vertical and Horizontal Differentiation 119 Organizational Design Challenges 120 Balancing Differentiation and Integration 120 Integration and Integrating Mechanisms 121 Differentiation versus Integration 125 Balancing Centralization and Decentralization 125 Centralization versus Decentralization of Authority 126 Balancing Standardization and Mutual Adjustment 128 Formalization: Written Rules 128 Socialization: Understood Norms 129 Standardization versus Mutual Adjustment 130 Mechanistic and Organic Organizational Structures 131 Mechanistic Structures 131 Organic Structures 132 The Contingency Approach to Organizational Design 133 Lawrence and Lorsch on Differentiation, Integration, and the Environment 134 Burns and Stalker on Organic versus Mechanistic Structures and the Environment 137 Summary 138 Discussion Questions 138 Organizational Theory in Action 139 Practicing Organizational Theory: Growing Pains 139 Making the Connection #4 139 The Ethical Dimension #4 139 10 Contents Analyzing the Organization: Design Module #4 139 Assignment 139 CASE FOR ANALYSIS How McDonald s Responded to a Changing Environment 140 References 141 Design Challenge 1 115 Design Challenge 2 121 Design Challenge 3 125 Design Challenge 4 128 Focus on New Information Technology Amazon.com, Part 3 130 Managerial Implications Differentiation 120 The Design Challenges 131 Organizational Insight B.A.R. and Grille Restaurant 116 Integrating a Movie Studio 124 Centralize or Decentralize? 127 Trader Joe s Organic Structure 134 CHAPTER 5 Designing Organizational Structure: Authority and Control 142 Authority: How and Why Vertical Differentiation Occurs 142 The Emergence of the Hierarchy 142 Size and Height Limitations 143 Problems with Tall Hierarchies 144 The Parkinson s Law Problem 148 The Ideal Number of Hierarchical Levels: The Minimum Chain of Command 148 Span of Control 149 Control: Factors Affecting the Shape of the Hierarchy 151 Horizontal Differentiation 151 Centralization 153 Standardization 155 The Principles of Bureaucracy 156 The Advantages of Bureaucracy 159 Management by Objectives 161 The Influence of the Informal Organization 162 IT, Empowerment and Self-Managed Teams 163 Summary 165 Discussion Questions 165 Organizational Theory in Action 166 Organizational Theory: How to Design a Hierarchy 166 The Ethical Dimension #5 166 Making the Connection #5 166 Analyzing the Organization: Design Module #5 166 Assignment 166 CASE FOR ANALYSIS A Centralized Structure Transforms Home Depot 167 References 167 Managerial Implications Authority and Control 155 Using Bureaucracy to Benefit the Organization 162 Contents 11 Organizational Insight Pfizer s New Energizing Hierarchy 147 Bob Iger Reshapes Walt Disney 149 Never Underestimate the Power of Rules 160 Wildcat Strikes in the Gypsum Plant 163 CHAPTER 6 Designing Organizational Structure: Specialization and Coordination 169 Functional Structure 169 Advantages of a Functional Structure 170 Control Problems in a Functional Structure 171 Solving Control Problems in a Functional Structure 173 From Functional Structure to Divisional Structure 173 Moving to a Divisional Structure 175 Divisional Structure I: Three Kinds of Product Structure 175 Product Division Structure 175 Multidivisional Structure 177 Product Team Structure 182 Divisional Structure II: Geographic Structure 185 Divisional Structure III: Market Structure 187 Matrix Structure 189 Advantages of a Matrix Structure 190 Disadvantages of a Matrix Structure 191 The Multidivisional Matrix Structure 192 Hybrid Structure 193 Network Structure and the Boundaryless Organization 194 Advantages of Network Structures 194 Disadvantages of Network Structures 195 The Boundaryless Organization 195 E-Commerce 196 Summary 197 Discussion Questions 197 Organizational Theory in Action 197 Practicing Organizational Theory: Which New Organizational Structure? 197 The Ethical Dimension #6 198 Making the Connection #6 198 Analyzing the Organization: Design Module #6 198 Assignment 198 CASE FOR ANALYSIS A New Caterpillar Emerges 199 References 199 Focus on New Information Technology Amazon.com, Part 4 170 Managerial Implications Functional Structure 173 Changing Organizational Structure 189 Organizational Insight Creating GM S Multidivisional Structure 180 Iacocca Pioneers Chrysler s Team Structure 184 Wal-Mart Goes National, Then Global 186 Liz Claibome Refashions Its Structure 188 12 Contents CHAPTER 7 Creating and Managing Organizational Culture 201 What Is Organizational Culture? 201 Differences in Global Values and Norms 204 Recognizing Differences in Organizational Cultures 204 How Is an Organization s Culture Transmitted to Its Members? 207 Socialization and Socialization Tactics 207 Stories, Ceremonies, and Organizational Language 209 Where Does Organizational Culture Come From? 212 Characteristics of People Within the Organization 213 Organizational Ethics 214 Property Rights 215 Organizational Structure 218 Can Organizational Culture Be Managed? 220 Social Responsibility 222 Approaches to Social Responsibility 222 Why Be Socially Responsible ? 224 Summary 225 Discussion Questions 226 Organizational Theory in Action 226 Practicing Organizational Theory: Developing a Service Culture 226 The Ethical Dimension #7 226 Making the Connection #7 226 Analyzing the Organization: Design Module #7 226 Assignment 226 CASE FOR ANALYSIS A Tale of Two Cultures 227 References 227 Managerial Implications Analyzing Organizational Culture 212 Designing Organizational Culture 222 Organizational Insight Chinese Firms Going Global 203 Global Values and Norms Affect Organizational Culture 205 siteROCK s Military Management Culture 211 Google s Googling Culture 213 Apple Juice or Sugar Water 215 HP Works to Rebuild a Culture of Innovation 219 Toyota s Paranoid Culture 221 CHAPTER 8 Organizational Design and Strategy in a Changing Global Environment 229 Strategy and the Environment 229 Sources of Core Competences 230 Global Expansion and Core Competences 232 Four Levels of Strategy 233 Functional-Level Strategy 234 Strategies to Lower Costs or Differentiate Products 235 Functional-Level Strategy and Structure 236 Functional-Level Strategy and Culture 239 Business-Level Strategy 240 Strategies to Lower Costs or Differentiate Products 240 Focus Strategy 241 Business-Level Strategy and Structure 241 Business-Level Strategy and Culture 244 Corporate-Level Strategy 246 Vertical Integration 24 7 Related Diversification 248 Contents 13 Unrelated Diversification 248 Corporate-Level Strategy and Structure 249 Corporate-Level Strategy and Culture 250 Implementing Strategy Across Countries 252 Implementing a Multidomestic Strategy 253 Implementing International Strategy 255 Implementing Global Strategy 255 Implementing Transnational Strategy 257 Summary 258 Discussion Questions 258 Organizational Theory in Action 259 Practicing Organizational Theory: What Kind of Supermarket? 259 The Ethical Dimension #8 259 Making the Connection #8 259 Analyzing the Organization: Design Module #8 259 Assignment 259 CASE FOR ANALYSIS IKEA s Approach to Strategy and Structure Pays Off 260 References 261 Focus on New Information Technology Amazon.com, Part 5 241 Managerial Implications Functional-Level Strategy 239 Business-Level Strategy 246 Corporate-Level Strategy 252 Organizational Insight Google, Yahoo, and Microsoft Battle on a Global Level 237 Avon Is Calling for a New Structure 245 Hitachi Ltd. 251 Schering-Plough Implements a New Global Strategy and Structure 256 CHAPTER 9 Organizational Design, Competences, and Technology 262 What Is Technology? 262 Technology and Organizational Effectiveness 263 Technical Complexity: The Theory of Joan Woodward 265 Small-Batch and Unit Technology 267 Large-Batch and Mass Production Technology 268 Continuous-Process Technology 268 Technical Complexity and Organizational Structure 269 The Technological Imperative 2 71 Routine Tasks and Complex Tasks: The Theory of Charles Perrow 271 Task Variability and Task Analyzability 272 Four Types of Technology 273 Routine Technology and Organizational Structure 274 Nonroutine Technology and Organizational Structure 275 Task Interdependence: The Theory of James D. Thompson 276 Mediating Technology and Pooled Interdependence 277 Long-Linked Technology and Sequential Interdependence 279 Intensive Technology and Reciprocal Interdependence 280 From Mass Production to Advanced Manufacturing Technology 282 Advanced Manufacturing Technology: Innovations in Materials Technology 284 Computer-Aided Design 285 Computer-Aided Materials Management 285 fust-in-Time Inventory Systems 286 Flexible Manufacturing Technology and Computer-Integrated Manufacturing 287 Summary 288 14 Contents Discussion Questions 288 Organizational Theory in Action 289 Practicing Organizational Theory: Choosing a Technology 289 The Ethical Dimension #9 289 Making the Connection #9 289 Analyzing the Organization: Design Module #9 289 Assignment 289 CASE FOR ANALYSIS Microsoft Reorganizes to Speed Innovation 290 References 290 Managerial Implications Analyzing Technology 282 Organizational Insight Progressive Manufacture at Ford 264 Krispy Kreme s Small-Batch Doughnuts 267 Finding Novel Ways to Organize Routine Technology 276 How IBM Embeds Its Technology in Global Self-Managed Teams 281 Part 3 Organizational Change 292 CHAPTER 10 Types and Forms of Organizational Change 292 What Is Organizational Change? 292 Targets of Change 292 Forces for and Resistances to Organizational Change 294 Forces for Change 294 Resistances to Change 296 Organization-Level Resistance to Change 296 Group-Level Resistance to Change 297 Individual-Level Resistance to Change 298 Lewin s Force-Field Theory of Change 299 Evolutionary and Revolutionary Change in Organizations 300 Developments in Evolutionary Change: Sociotechnical Systems Theory 300 Total Quality Management 301 Flexible Workers and Flexible Work Teams 303 Developments in Revolutionary Change: Reengineeting 306 E-Engineering 308 Restructuring 309 Innovation 310 Managing Change: Action Research 311 Diagnosing the Organization 311 Determining the Desired Future State 312 Implementing Action 312 Evaluating the Action 314 Institutionalizing Action Research 314 Organizational Development 315 OD Techniques to Deal with Resistance to Change 315 OD Techniques to Promote Change 317 Summary 320 Discussion Questions 320 Organizational Theory in Action 320 Practicing Organizational Theory: Managing Change 320 Making the Connection #10 321 The Ethical Dimension #10 321 Analyzing the Organization: Design Module #10 321 CASE FOR ANALYSIS Starwood s Uses Six Sigma to Improve Hotel Performance 322 Contents 15 References 323 Managerial Implications Forces for and Resistances to Change 300 Designing a Plan for Change 315 Organizational Insight Nike and Adidas Work to Prevent Sweatshop Practices 296 InBev Launches a Takeover Attempt for Anheuser-Busch 298 United Technologies Leads in TQM 303 Flexible Work Teams at Globe 305 How to Stay on Top in the Greeting Card Business 308 CHAPTER 11 Organizational Transformations: Birth, Growth, Decline, and Death 325 The Organizational Life Cycle 325 Organizational Birth 326 Developing a Plan for a New Business 32 7 A Population Ecology Model of Organizational Birth 328 Number of Births 330 Survival Strategies 331 The Process of Natural Selection 332 The Institutional Theory of Organizational Growth 334 Organizational Isomorphism 335 Disadvantages of Isomorphism 336 Greiner s Model of Organizational Growth 337 Stage I: Growth Through Creativity 337 Stage 2: Growth Through Direction 338 Stage 3: Growth Through Delegation 339 Stage 4: Growth Through Coordination 340 Stage 5: Growth Through Collaboration 340 Organizational Decline and Death 342 Effectiveness and Profitability 342 Organizational Inertia 344 Changes in the Environment 345 Weitzel andjonsson s Model of Organizational Decline 346 Summary 350 Discussion Questions 350 Organizational Theory in Action 351 Practicing Organizational Theory: Growing Pains 351 Making the Connection #11 351 The Ethical Dimension #11 351 Analyzing the Organization: Design Module #11 351 Assignment 351 CASE FOR ANALYSIS How Microsoft s Growth Led to Control Problems 352 References 353 Focus on New Information Technology Amazon.com, Part 6 334 Managerial Implications Organizational Birth and Growth 341 Organizational Decline 349 Organizational Insight How to Be an Entrepreneur 329 BP Struggles to Regain Global Control 341 Carlos Ghosn Shakes Up Nissan 348 Will Sharper Image Survive? 349 16 Contents CHAPTER 12 Decision Making, Learning, Knowledge Management, and Information Technology 355 Organizational Decision Making 355 Models of Organizational Decision Making 356 The Rational Model 356 The Carnegie Model 358 The Incrementalist Model 359 The Unstructured Model 360 The Garbage-Can Model 361 The Nature of Organizational Learning 363 Types of Organizational Learning 363 Levels of Organizational Learning 364 Knowledge Management and Information Technology 368 Factors Affecting Organizational Learning 370 Organizational Learning and Cognitive Structures 371 Types of Cognitive Biases 3 71 Cognitive Dissonance 371 Illusion of Control 371 Frequency and Representativeness 372 Projection and Ego-Defensiveness 373 Escalation of Commitment 373 Improving Decision Making and Learning 374 Strategies for Organizational Learning 374 Using Game Theory 375 Nature of the Top-Management Team 371 Devil s Advocacy and Dialectical Inquiry 3 78 Collateral Organizational Structure 379 Summary 380 Discussion Questions 380 Organizational Theory in Action 380 Practicing Organizational Theory: Store Learning 380 Making the Connection #12 381 The Ethical Dimension #12 381 Analyzing the Organization: Design Module #12 381 Assignment 381 CASE FOR ANALYSIS E-Retailing Mistakes in Hong Kong 382 References 383 Managerial Implications Decision Making and Learning 379 Organizational Insight Should GE Make or Buy Washing Machines—or Exit the Business? 360 Microsoft Is Not All-Seeing After All 362 Toyota Is a Learning Organization 366 Accenture s Knowledge Management System 369 CHAPTER 13 Innovation, Intrapreneurship, and Creativity 385 Innovation and Technological Change 385 Two Types of Innovation 385 Protecting Innovation Through Property Rights 387 Innovation, Intrapreneurship, and Creativity 389 Entrepreneurship as Creative Destruction 391 Innovation and the Product Life Cycle 391 Contents 17 Managing the Innovation Process 394 Project Management 394 Stage-Gate Development Funnel 396 Using Cross-Functional Teams and a Product Team Structure 398 Team Leadership 399 Skunk Works and New Venture Divisions 400 Joint Ventures 401 Creating a Culture for Innovation 401 Innovation and Information Technology 404 Innovation and Information Synergies 404 IT and Organizational Structure and Culture 405 Summary 406 Discussion Questions 407 Organizational Theory in Action 407 Practicing Organizational Theory: Managing Innovation 407 The Ethical Dimension #13 407 Making the Connection #13 407 Analyzing the Organization: Design Module #13 407 CASE FOR ANALYSIS Why Is Best Buy More Innovative Than Circuit City? 408 References 408 Focus on New Information Technology Amazon.com, Part 7 406 Managerial Implications Innovation 403 Organizational Insight The Rolling Stones Are Not Gathering Moss 389 Innovation at The Gap 393 Championing the Mustang 400 Fostering Innovation at 3M 403 CHAPTER 14 Managing Conflict, Power, and Politics 410 What Is Organizational Conflict? 410 Pondy s Model of Organizational Conflict 412 Stage 1: Latent Conflict 412 Stage 2: Perceived Conflict 415 Stage 3: Felt Conflict 415 Stage 4: Manifest Conflict 415 Stage 5: Conflict Aftermath 416 Managing Conflict: Conflict Resolution Strategies 417 Acting at the Level of Structure 417 Acting at the Level of Attitudes and Individuals 418 What Is Organizational Power? 419 Sources of Organizational Power 419 Authority 420 Control over Resources 421 Control over Information 422 Nonsubstitutability 423 Centrality 423 Control over Uncertainty 423 Unobtrusive Power: Controlling the Premises of Decision Making 423 Using Power: Organizational Politics 424 Tactics for Playing Politics 424 The Costs and Benefits of Organizational Politics 428 18 Contents Summary 429 Discussion Questions 430 Organizational Theory in Action 430 Practicing Organizational Theory: Managing Conflict 430 The Ethical Dimension #14 430 Making the Connection #14 430 Analyzing the Organization: Design Module #14 430 Assignment 430 CASE FOR ANALYSIS Conflict and Politics Rage at News Corp. and Viacom 431 References 431 Managerial Implications Conflict 419 Power and Politics 429 Organizational Insight Conflict at Financial Giant Morgan Stanley 416 Power Struggles and Corporate Greed at WorldCom 426 Case Studies 433 Case 1 United Products, Inc. 433 Jeffrey C. Shuman Case 2 The Paradoxical Twins: Acme and Omega Electronics 442 John F. Veiga Case 3 Continental Can Company of Canada, Ltd. 445 Paul R. Lawrence revised by John P. Kotter Case 4 TRW Systems Group (A and B Condensed) 455 Paul H. Thompson revised by Joseph Seher and John P. Kotter Case 5 Texana Petroleum Corporation 468 Jay W. Lorsch, Paul R. Lawrence, and James A. Garrison Case 6 Yahoo! s Rise to Fame 474 Careth R. Jones Case 7 Three Roads to Innovation 485 Ronald A. Mitsch Case 8 The Scaffold Plank Incident 487 Stewart C. Malone and Brad Brown Case 9 Beer and Wine Industries: Bartles Jaymes 490 Per V.Jenster Case 10 Bennett s Machine Shop, Inc. 496 Arthur Sharplin Case 11 Southwest Airlines 508 Case 12 eBay and the Online Auction Industry 512 Gareth R. Jones Case 13 Philips NV 520 Charles W. L. Hill Case 14 Ramrod Stockwell 522 Charles Perroxu Case 15 Rondell Data Corporation 525 John A. Seeger Company Index 533 Name Index 536 Subject Index 538
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genre	(DE-588)4522595-3 Fallstudiensammlung gnd-content
genre_facet	Fallstudiensammlung
id	DE-604.BV035904929
illustrated	Illustrated
indexdate	2024-07-09T22:07:05Z
institution	BVB
isbn	9780138157111 0138157111
language	English
lccn	2008050346
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-018762308
oclc_num	430442999
open_access_boolean
owner	DE-1050 DE-573 DE-2070s DE-91 DE-BY-TUM DE-83 DE-20
owner_facet	DE-1050 DE-573 DE-2070s DE-91 DE-BY-TUM DE-83 DE-20
physical	543 S. graph. Darst.
publishDate	2010
publishDateSearch	2010
publishDateSort	2010
publisher	Pearson
record_format	marc
spelling	Jones, Gareth R. Verfasser (DE-588)13230922X aut Organizational theory, design, and change Gareth R. Jones 6. ed., global ed. Upper Saddle River, NJ, Munic Pearson 2010 543 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Organizational behavior Organizational behavior Case studies Organisation (DE-588)4043774-7 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Organisationsgestaltung (DE-588)4115462-9 gnd rswk-swf Organisationswandel (DE-588)4075693-2 gnd rswk-swf Organisationstheorie (DE-588)4121434-1 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Unternehmen (DE-588)4061963-1 s Organisation (DE-588)4043774-7 s Organisationstheorie (DE-588)4121434-1 s 1\p DE-604 Organisationsgestaltung (DE-588)4115462-9 s Organisationswandel (DE-588)4075693-2 s 2\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018762308&sequence=000004&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, design, and change Organizational behavior Organizational behavior Case studies Organisation (DE-588)4043774-7 gnd Unternehmen (DE-588)4061963-1 gnd Organisationsgestaltung (DE-588)4115462-9 gnd Organisationswandel (DE-588)4075693-2 gnd Organisationstheorie (DE-588)4121434-1 gnd
subject_GND	(DE-588)4043774-7 (DE-588)4061963-1 (DE-588)4115462-9 (DE-588)4075693-2 (DE-588)4121434-1 (DE-588)4522595-3
title	Organizational theory, design, and change
title_auth	Organizational theory, design, and change
title_exact_search	Organizational theory, design, and change
title_full	Organizational theory, design, and change Gareth R. Jones
title_fullStr	Organizational theory, design, and change Gareth R. Jones
title_full_unstemmed	Organizational theory, design, and change Gareth R. Jones
title_short	Organizational theory, design, and change
title_sort	organizational theory design and change
topic	Organizational behavior Organizational behavior Case studies Organisation (DE-588)4043774-7 gnd Unternehmen (DE-588)4061963-1 gnd Organisationsgestaltung (DE-588)4115462-9 gnd Organisationswandel (DE-588)4075693-2 gnd Organisationstheorie (DE-588)4121434-1 gnd
topic_facet	Organizational behavior Organizational behavior Case studies Organisation Unternehmen Organisationsgestaltung Organisationswandel Organisationstheorie Fallstudiensammlung
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018762308&sequence=000004&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT jonesgarethr organizationaltheorydesignandchange

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