Verfügbarkeit: Organizational theory, design, and change

Organizational theory, design, and change:

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Bibliographische Detailangaben
1. Verfasser:	Jones, Gareth R. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Boston, Mass. ; Upper Saddle River, NJ ; Munich [u.a.] Pearson 2012
Ausgabe:	7. ed., global ed.
Schriftenreihe:	Always learning
Schlagworte:	Organizational behavior Organizational behavior > Case studies Organisationsverhalten Unternehmen Organisationstheorie Organisationswandel Organisationsgestaltung Organisation Fallstudiensammlung
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	Hier auch später erschienene, unveränderte Nachdrucke Includes bibliographical references and index
Beschreibung:	511 S. Ill., graph. Darst.
ISBN:	9780273765608 0273765604

Internformat

MARC


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Datensatz im Suchindex

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adam_text	Brief Contents Preface 17 Part 1 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 143 Chapter б Designing Organizational Structure: Specialization and Coordination 170 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 295 Chapter 10 Types and Forms of Organizational Change 295 Chapter 11 Organizational Transformations: Birth, Growth, Decline, and Death 327 Chapter 12 Decision Making, Learning, Knowledge Management, and Information Technology 356 Chapter 13 Innovation, Intrapreneurship, and Creativity 388 Chapter 14 Managing Conflict, Power, and Politics 413 Casestudies 439 Company Index 502 Name Index 505 Subject Index 507 Contents Preface 17 Part 1 The Organization and Its Environment 23 Chapter 1 Organizations and Organizational Effectiveness 23 What Is an Organization? 23 How Does an Organization Create Value? 25 Why Do Organizations Exist? 27 To Increase Specialization and the Division of Labor 27 To Use Large-Scale Technology 28 To Manage the Organizational Environment 28 To Economize on Transaction Costs 28 To Exert Power and Control 29 Organizational Theory, Design, and Change 30 Organizational Structure 30 Organizational Culture 31 Organizational Design and Change 31 The Importance of Organizational Design and Change 33 Dealing with Contingencies 33 Gaining Competitive Advantage 34 Managing Diversity 36 The Consequences of Poor Organizational Design 36 How Do Managers Measure Organizational Effectiveness? 38 The External Resource Approach: Control 39 The Internal Systems Approach: Innovation 39 The Technical Approach: Efficiency 40 Measuring Effectiveness: Organizational Goals 41 The Plan of This Book 42 Organizational Design 44 Organizational Change 44 Summary 45 · Discussion Questions 45 Organizational Theory in Action: Practicing Organizational Theory 46 Open Systems Dynamics 46 The Ethical Dimension #1 46 Making the Connection #1 46 Analyzing the Organization: Design Module #1 46 Assignment 47 Chapter 2 Stakeholders, Managers, and Ethics 50 Organizational Stakeholders 50 Inside Stakeholders SO Outside Stakeholders 52 Organizational Effectiveness: Satisfying Stakeholders Goals and Interests 56 Competing Goals 57 Allocating Rewards 58 CONTENTS Top Managers and Organizational Authority 59 The Chief Executive Officer 61 The Top-Management Team 62 Other Managers 63 An Agency Theory Perspective 63 The Moral Hazard Problem 63 Solving the Agency Problem 64 Top Managers and Organizational Ethics 65 Ethics and the Law 66 Ethics and Organizational Stakeholders 67 Sources of Organizational Ethics 69 Why Do Ethical Rules Develop? 71 Why Does Unethical Behavior Occur? 73 Creating an Ethical Organization 74 Designing an Ethical Structure and Control System 75 Creating an Ethical Culture 75 Supporting the Interests of Stakeholder Groups 75 Summary 76 · Discussion Questions 77 · Organizational Theory in Action: Practicing Organizational Theory 77 Creating a Code of Ethics 77 The Ethical Dimension #2 77 Making the Connection #2 77 Analyzing the Organization: Design Module #2 77 Assignment 77 Chapter 3 Organizing in a Changing Global Environment 81 What Is the Organizational Environment? 81 The Specific Environment 83 The General Environment 85 Sources of Uncertainty in the Organizational Environment 87 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 Joint Venture 97 Merger and Takeover 98 Strategies for Managing Competitive Resource Interdependencies 98 Collusion and Cartels 99 Third-Party Linkage Mechanisms 100 Strategic Alliances 100 Merger and Takeover 100 Transaction Cost Theory 101 Sources of Transaction Costs 102 Transaction Costs and Linkage Mechanisms 103 Bureaucratic Costs 104 Using Transaction Cost Theory to Choose an Interorganizational Strategy 104 Summary 108 · Discussion Questions 109 · Organizational Theory in Action: Practicing Organizational Theory 109 Pmtecting Your Domain 109 lbe Ethical Dimension 3 109 Mating the Connection ł3 110 Analyang the Organization: Design Module 3 110 Assignment 110 CONTENTS Part 2 Organizational Design 114 Chapter 4 Bask Challenges of Organizational Design 114 Differentiation 114 Organizational Roles 116 Subun its: Functions and Divisions 117 Differentiation at the B.A.R. and Grille 118 Vertical and Horizontal Differentiation 119 Organizational Design Challenges 119 Balancing Differentiation and Integration 121 Integration and Integrating Mechanisms 121 Differentiation versus Integration 124 Balancing Centralization and Decentralization 125 Centralization versus Decentralization of Authority 125 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 132 Organic Structures 132 The Contingency Approach to Organizational Design 134 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 139 · Organizational Theory in Action: Practicing Organizational Theory 139 Growing Pains 139 Making the Connection #4 139 The Ethical Dimension #4 139 Analyzing the Organization: Design Module #4 139 Assignment 140 Chapter 5 Designing Organizational Structure: Authority and Control 143 Authority: How and Why Vertical Differentiation Occurs 143 The Emergence of the Hierarchy 143 Size and Height Limitations 144 Problems with Tall Hierarchies 146 The Parkinson s Law Problem 149 The Ideal Number of Hierarchical Levels: The Minimum Chain of Command 149 Span of Control 150 Control: Factors Affecting the Shape of the Hierarchy 152 Horizontal Differentiation 152 Centralization 154 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 Serf-Managed Teams 163 Summary 165 · Discussion Questions 165 · Organizational Theory in Action: Practicing Organizational Theory 166 How to Design з Hierarchy 166 The Ethical Dimension #5 166 10 CONTENTS Making the Connection #5 166 Analyzing the Organization: Design Module #5 166 Assignment 166 Chapter б Designing Organizational Structure: Specialization and Coordination 170 Functional Structure 170 Advantages of a Functional Structure 172 Control Problems in a Functional Structure 172 Solving Control Problems in a Functional Structure 173 From Functional Structure to Divisional Structure 174 Moving to a Divisional Structure 176 Divisional Structure I: Three Kinds of Product Structure 176 Product Division Structure 176 Multidivisional Structure 178 Product Team Structure 183 Divisional Structure II: Geographic Structure 185 Divisional Structure III: Market Structure 186 Matrix Structure 188 Advantages of a Matrix Structure 189 Disadvantages of a Matrix Structure 189 The Multidivisional Matrix Structure 190 Hybrid Structure 192 Network Structure and the Boundaryless Organization 193 Advantages of Network Structures 193 Disadvantages of Network Structures 194 The Boundaryless Organization 194 E-Commerce 195 Summary 196 · Discussion Questions 197 · Organizational Theory in Action: Practicing Organizational Theory 197 Which New Organizational Structure? 197 The Ethical Dimension #6 197 Making tile Connection #6 197 Analyzing the Organization: Design Module #6 197 Assignment 197 Chapter 7 Creating and Managing Organizational Culture 201 What Is Organizational Culture? 201 Differences in Global Values and Norms 204 How Is an Organization s Culture Transmitted to Its Members? 206 Socialization and Socialization Tactics 206 Stories, Ceremonies, and Organizational Language 209 Where Does Organizational Culture Come From? 211 Characteristics of People within the Organization 211 Organizational Ethics 213 Property Wghts 215 Organizational Structure 218 Can Organizational Culture Be Managed? 219 Sodai Responsibility 221 Approaches to Social Responsibility 221 Why Be Socially Responsi·? 222 Summary 224 · Discussion Questions 225 · Organizational Theory m Action: Practicing Organizational Theory 225 Oevtkçmg a Senke Cuhun 225 The ithkatDimension §7 225 CONTENTS 11 Making the Connection #7 226 Analyzing the Organization: Design Module tt7 226 Assignment 226 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 235 Strategies to Lower Costs or Differentiate Products 235 Functional-Level Strategy and Structure 237 Functional-Level Strategy and Culture 238 Business-Level Strategy 239 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 247 Related Diversification 248 Unrelated Diversification 248 Corporate-Level Strategy and Strutture 249 Corporate-Level Strategy and Culture 251 Implementing Strategy across Countries 252 Implementing a Multidomestic Strategy 254 Implementing International Strategy 254 Implementing Global Strategy 255 Implementing Transnational Strategy 256 Summary 257 · Discussion Questions 258 · Organizational Theory in Action: Practicing Organizational Theory 258 What Kind of Supermarket? 258 The Ethical Dimension #8 258 Making the Connection #8 258 Analyzing the Organization: Design Module #S 259 Assignment 259 Chapter 9 Organizational Design, Competences, and Technology 262 What Is Technology? 262 Technology and Organizational Effectiveness 264 Technical Complexity: The Theory of Joan Woodward 266 Small-Batch and Unit Technology 266 Large-Batch and Mass Production Technology 269 Continuous-Process Technology 270 Technical Complexity and Organizational Structure 270 The Technological Imperative 272 Routine Tasks and Complex Tasks: The Theory of Charles Perrow 272 Task Variability and Task Analyzabilŕty 273 Four Types of Technology 274 Routine Technology and Organizational Structure 275 Nonroutine Technology and Organizational Structure 277 Task Interdependence: The Theory of James D. Thompson 277 Mediating Technology and Pooled Interdependence 278 Long-Linked Technology and Sequential Interdependence 280 Intensive Technology and Reciprocal Interdependence 281 12 CONTENTS From Mass Production to Advanced Manufacturing Technology 283 Advanced Manufacturing Technology: Innovations in Materials Technology 285 Computer-Aided Design 286 Computer-Aided Materials Management 286 Just-in-Time Inventory Systems 287 Flexible Manufacturing Technology and Computer-Integrated Manufacturing 288 Summary 289 · Discussion Questions 290 · Organizational Theory in Action: Practicing Organizational Theory 290 Choosing a Technology 290 The Ethical Dimension #9 291 Making the Connection #9 291 Analyzing the Organization: Design Module #9 291 Assignment 291 Part 3 Organizational Change 295 Chapter 10 Types and Forms of Organizational Change 295 What Is Organizational Change? 295 Targets of Change 2% Forces for and Resistance to Organizational Change 297 Forces for Change 297 Resistances to Change 300 Organization-Level Resistance to Change 300 Group-Level Resistance to Change 301 Individual-Level Resistance to Change 302 Lewin s Force-Field Theory of Change 302 Evolutionary and Revolutionary Change in Organizations 303 Developments in Evolutionary Change: Sociotechnical Systems Theory 303 Total Quality Management 304 Flexible Workers and Flexible Work Teams 307 Developments in Revolutionary Change: Reengineering 307 E-Engineering 312 Restructuring 312 Innovation 313 Managing Change: Action Research 313 Diagnosing the Organization 314 Determining the Desired Future State 314 Implementing Action 315 Evaluating the Action 316 Institutionalizing Action Research 316 Organizational Development 317 00 Techniques to Deal with Resistance to Change 317 OD Techniques to Promote Change 319 Summary 321 · Discussion Questions 322 · Organizational Theory in Action: Practicing Organizational Theory 322 Managing Change 322 Making the Connection §10 323 toe Ethical Dimension HO 323 Analyzing the Organization: Design Module »10 323 Öwpttr 11 Organizational Transformations: Birth, Growth Dedine, and Death 327 The Organizational Ufe Cyde 327 Organizational Birth 328 Developing a Plan for a New Business 329 CONTENTS 13 A Population Ecology Model of Organizational Birth 331 Number of Births 332 Survival Strategies 333 The Process of Natural Selection 334 The Institutional Theory of Organizational Growth 336 Organizational Isomorphism 337 Disadvantages of Isomorphism 338 Greiner s Model of Organizational Growth 338 Stage 1 : Growth through Creativity 339 Stage 2: Growth through Direction 340 Stage 3: Growth through Delegation 340 Stage 4: Growth through Coordination 341 Stage 5: Growth through Collaboration 342 Organizational Decline and Death 343 Effectiveness and Profitability 343 Organizational Inertia 345 Changes in the Environment 346 Weitzel and Jonsson s Model of Organizational Decline 347 Summary 350 · Discussion Questions 351 · Organizational Theory in Action: Practicing Organizational Theory 351 Growing Pains 351 Making the Connection #11 351 The Ethical Dimension #11 351 Analyzing the Organization: Design Module Ml 1 352 Assignment 352 Chapter 12 Decision Making, Learning, Knowledge Management, and Information Technology 356 Organizational Decision Making 356 Models of Organizational Decision Making 357 The Rational Model 357 The Carnegie Model 359 The Incremental^ Model 361 The Unstructured Model 361 The Garbage-Can Model 362 The Nature of Organizational Learning 364 Types of Organizational Learning 364 Levels of Organizational Learning 365 Knowledge Management and Information Technology 369 Factors Affecting Organizational Learning 371 Organizational Learning and Cognitive Structures 372 Types of Cognitive Biases 372 Cognitive Dissonance 372 Illusion of Control 373 Frequency and Representativeness 373 Projection and Ego-Defensiveness 374 Escalation of Commitment 374 Improving Decision Making and Learning 375 Strategies for Organizational Learning 375 Using Game Theory 376 Nature of the Top-Management Team 378 Devil s Advocacy and Dialectical Inquiry 379 Collateral Organizational Structure 380 Summary 381 · Discussion Questions 382 · Organizational Theory in Action: Practicing Organizational Theory 382 14 CONTENTS Stofe Learning 382 Making the Connection #12 382 The Ethical Dimension #12 382 Analyzing the Organization: Design Module #12 382 Assignment 383 Chapter 13 Innovation, Intrapreneurship, and Creativity 388 Innovation and Technological Change 388 Two Types of Innovation 388 Protecting Innovation through Property Rights 390 Innovation, Intrapreneurship, and Creativity 392 Entrepreneurship as Creative Destruction 393 Innovation and the Product Life Cycle 394 Managing the Innovation Process 396 Project Management 396 Stage-Gate Development Funnel 398 Using Cross-Functional Teams and a Product Team Structure 399 Team Leadership 401 Skunk Works and New Venture Divisions 402 Joint Ventures 403 Creating a Culture for Innovation 403 Innovation and Information Technology 405 Innovation and Information Synergies 406 IT and Organizational Structure and Culture 407 Summary 408 · Discussion Questions 409 · Organizational Theory in Action: Practicing Organizational Theory 409 Managing Innovation 409 The Ethical Dimension #13 409 Making the Connection #13 410 Analyzing the Organization: Design Module #13 410 Chapter 14 Managing Conflict, Power, and Politics 413 What Is Organizational Conflict? 413 Pond/s Model of Organizational Conflict 416 Stage 1: Latent Conflict 416 Stage 2: Perceived Conflict 418 Stage 3: Felt Conflict 419 Stage 4: Manifest Conflict 419 Stage 5: Conflict Aftermath 420 Managing Conflict: Conflict Resolution Strategies 421 Acting at the Level of Structure 421 Acting at the Level of Attitudes and Individuals 422 What Is Organizational Power? 423 Sources of Organizational Power 424 Authority 424 Control over Resources 425 Control over Information 426 Nonsubstitutabilrty 426 Centralny 427 Contrai over Uncertainty 428 Unobtrusive Power Controlling the Premises of Decision Making 428 Using Power Organizational Polhks 429 Tactics for Playing Potties 429 The Costs and Benefits of Organizational Politics 431 CONTENTS 15 Summary 434 · Discussion Questions 434 · Organizational Theory in Action: Practicing Organizational Theory 435 Managing Conflict 435 The Ethical Dimension »14 435 Making the Connection #14 435 Analyzing the Organization: Design Module iti 4 435 Assignment 435 Case Studies 439 Supplemental Case Map 439 Casei United Products, Inc. 441 Jeffrey С Shuman Case 2 The Paradoxical Twins: Acme and Omega Electronics 450 John F. Veiga Case 3 How SAP s Business Model and Strategies Made It the Global Business Software Leader 453 Gareth R. Jones Case 4 The Scaffold Plank Incident 461 Stewart С Mahne and Brad Brown Case 5 Beer and Wine Industries: Battles & Jaymes 463 Per V. Jenster Case 6 Bennett s Machine Shop, Inc. 469 Arthur Sharplin Case 7 Southwest Airlines 481 Case 8 The Rise and Fall of Eastman Kodak: How Long Will It Survive Beyond 2011? 485 Gareth R. Jones Case 9 Philips NV 496 Charles W. L. Hill CaselO Ramrod Stockwell 498 Charles Perrow Company Index 502 Name Index 505 Subject Index 507
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genre_facet	Fallstudiensammlung
id	DE-604.BV040427049
illustrated	Illustrated
indexdate	2024-08-01T11:25:45Z
institution	BVB
isbn	9780273765608 0273765604
language	English
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-025279619
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physical	511 S. Ill., graph. Darst.
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spellingShingle	Jones, Gareth R. Organizational theory, design, and change Organizational behavior Organizational behavior Case studies Organisationsverhalten (DE-588)4285859-8 gnd Unternehmen (DE-588)4061963-1 gnd Organisationstheorie (DE-588)4121434-1 gnd Organisationswandel (DE-588)4075693-2 gnd Organisationsgestaltung (DE-588)4115462-9 gnd Organisation (DE-588)4043774-7 gnd
subject_GND	(DE-588)4285859-8 (DE-588)4061963-1 (DE-588)4121434-1 (DE-588)4075693-2 (DE-588)4115462-9 (DE-588)4043774-7 (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 Organisationsverhalten (DE-588)4285859-8 gnd Unternehmen (DE-588)4061963-1 gnd Organisationstheorie (DE-588)4121434-1 gnd Organisationswandel (DE-588)4075693-2 gnd Organisationsgestaltung (DE-588)4115462-9 gnd Organisation (DE-588)4043774-7 gnd
topic_facet	Organizational behavior Organizational behavior Case studies Organisationsverhalten Unternehmen Organisationstheorie Organisationswandel Organisationsgestaltung Organisation Fallstudiensammlung
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025279619&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
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