Organization Theory & Design: An International Perspective

Cover
Organization Theory & Design
Brief Contents
Contents
Preface
About the Authors
Acknowledgements
PART 1: INTRODUCTION TO ORGANIZATIONS
	CHAPTER 1 WHAT ARE ORGANIZATIONS?
		Organization Theory in Action
			Topics
			Current Challenges
			Purpose of this Chapter
		What is an Organization?
			Definition
			Types of Organizations
			Importance of Organizations
		Framework for the Book
		Plan of Each Chapter
		Summary and Interpretation
	CHAPTER 2 PERSPECTIVES ON ORGANIZATIONS
		Purpose of this Chapter
			From Closed to Open Systems
			Organizational Configuration
		Dimensions of Organization Design
			Structural Dimensions
			Contextual Dimensions
			Performance and Effectiveness Outcomes
		The Evolution of Organization Theory and Design
			Historical Perspectives
			Contemporary Organization Design
			Efficient Performance versus the Learning Organization
		Summary and Interpretation
PART 2: ORGANIZATIONAL PURPOSE AND STRUCTURAL DESIGN
	CHAPTER 3 STRATEGY, ORGANIZATION DESIGN AND EFFECTIVENESS
		Purpose of this Chapter
		The Role of Strategic Direction in Organization Design
		Organizational Purpose
			Mission
			Operative Goals
			The Importance of Goals
		A Framework for Selecting Strategy and Design
			Porter’s Competitive Strategies
			Miles and Snow’s Strategy Typology
			Emerging Concepts in Business Strategy
			How Strategies Affect Organization Design
			Other Factors Affecting Organization Design
		Assessing Organizational Effectiveness
		Contingency Effectiveness Approaches
			Goal Approach
			Resource-based Approach
			Internal Process Approach
		An Integrated Effectiveness Model
		Summary and Interpretation
	CHAPTER 4 FUNDAMENTALS OF ORGANIZATION STRUCTURE
		Purpose of this Chapter
		Organization Structure
			Organization Structure Represented Visually in Organization Charts
		Information-Processing Perspective on Structure
			Vertical Information Linkages
			Horizontal Information Linkages
		Organization Design Alternatives
			Required Work Activities
			Reporting Relationships
			Departmental Grouping Options
		Simple, Functional, Divisional and Geographical Designs
			Simple Structure
			Functional Structure
			Functional Structure with Horizontal Linkages
			Divisional Structure
			Geographical Structure
		Matrix Structure
			Conditions for the Matrix
			Strengths and Weaknesses
		Horizontal Structure
			Characteristics
			Strengths and Weaknesses
		Virtual Network Structure
			How the Structure Works
			Strengths and Weaknesses
		Hybrid Structure
		Applications of Structural Design
			Structural Alignment
			Symptoms of Structural Deficiency
		Summary and Interpretation
PART 3: OPEN SYSTEM DESIGN ELEMENTS
	CHAPTER 5 THE EXTERNAL ENVIRONMENT
		Purpose of this Chapter
		The Environmental Domain
			Task Environment
			General Environment
			International Context
		Environmental Uncertainty
			Simple–Complex Dimension
			Stable–Unstable Dimension
			Framework
		Adapting to Environmental Uncertainty
			Positions and Departments
			Buffering and Boundary Spanning
			Differentiation and Integration
			Organic versus Mechanistic Management Processes
			Planning, Forecasting and Responsiveness
		Framework for Organizational Responses to Uncertainty
		Resource Dependence
		Controlling Environmental Resources
			Establishing Interorganizational Linkages
			Controlling the Environmental Domain
			Organization–Environment Integrative Framework
		Summary and Interpretation
	CHAPTER 6 INTERORGANIZATIONAL RELATIONSHIPS
		Purpose of this Chapter
		Organizational Ecosystems
			Is Competition Dead?
			The Changing Role of Management
			Interorganizational Framework
		Resource Dependence
			Resource Strategies
			Power Strategies
		Collaborative Networks
			Why Collaboration?
			From Adversaries to Partners
		Population Ecology
			Organizational Form and Niche
			Process of Ecological Change
			Strategies for Survival
		Institutionalism
			The Institutional View and Organization Design
			Institutional Similarity
		Summary and Interpretation
	CHAPTER 7 DESIGNING ORGANIZATIONS FOR THE INTERNATIONAL ENVIRONMENT
		Purpose of this Chapter
		Entering the Global Arena
			Motivations for Global Expansion
			Stages of International Development
			Global Expansion through International Strategic Alliances
		Designing Structure to Fit Global Strategy
			Model for Global Versus Local Opportunities
			International Division
			Global Product Division Structure
			Global Geographic Division Structure
			Global Matrix Structure
		Building Global Capabilities
			The Global Organizational Challenge
			Global Coordination Mechanisms
		Cultural Differences in Coordination and Control
			National Value Systems
			Three National Approaches to Coordination and Control
		The Transnational Model of Organization
		New Approaches to Global Organizational Design
			Dragon Multinationals
			Value Chains
		Summary and Interpretation
PART 4: INTERNAL DESIGN ELEMENTS
	CHAPTER 8 MANUFACTURING AND SERVICE TECHNOLOGIES
		Purpose of this Chapter
		Core Organization Manufacturing Technology
			Manufacturing Firms
			Strategy, Technology and Performance
		Contemporary Applications
			Flexible Manufacturing Systems
			Lean Manufacturing
			Performance and Structural Implications
		Core Organization Service Technology
			Service Firms
			Designing the Service Organization
		Non-Core Departmental Technology
			Variety
			Analyzability
			Framework
		Department Design
		Workflow Interdependence among Departments
			Types
			Structural Priority
			Structural Implications
		Impact of Technology on Job Design
			Job Design
			Sociotechnical Systems
		Summary and Interpretation
	CHAPTER 9 INFORMATION TECHNOLOGY AND CONTROL
		Purpose of this Chapter
		Information Technology Evolution
		Information for Decision-Making and Control
			Organizational Decision-Making Systems
			Feedback Control Model
			Management Control Systems
			The Balanced Scorecard
		Adding Strategic Value: Strengthening Internal Coordination
			Intranets
			Enterprise Resource Planning
			Knowledge Management
		Adding Strategic Value: Strengthening External Relationships
			The Integrated Enterprise
			Customer Relationship Management
			E-Business Organization Design
		IT Impact on Organization Design
		Future Trends
		Summary and Interpretation
	CHAPTER 10 ORGANIZATION SIZE, LIFE CYCLE AND DECLINE
		Purpose of this Chapter
		Organization Size: Is Bigger Better?
			Pressures for Growth
			Dilemmas of Large Size
		Organizational Life Cycle
			Stages of Life Cycle Development
		Organizational Bureaucracy and Control
			What is Bureaucracy?
			Size and Structural Control
		Bureaucracy in a Changing World
			Organizing Temporary Systems for Flexibility and Innovation
			Other Approaches to Reducing Bureaucracy
		Organizational Decline and Downsizing
			Definition and Causes
			A Model of Decline Stages
			Downsizing Implementation
		Summary and Interpretation
PART 5: MANAGING DYNAMIC PROCESSES
	CHAPTER 11 ORGANIZATIONAL CULTURE AND ETHICAL VALUES
		Purpose of this Chapter
		Organizational Culture
			What Is Organizational Culture?
			Emergence and Purpose of Culture
			Interpreting Culture
		Organization Design and Culture
			The Adaptability Culture
			The Mission Culture
			The Clan Culture
			The Bureaucratic Culture
			Culture Strength and Organizational Subcultures
		Organizational Culture, Learning and Performance
		Ethical Values and Social Responsibility
			Sources of Individual Ethical Principles
			Managerial Ethics and Social Responsibility
			Does It Pay to Be Good?
		Sources of Ethical Values in Organizations
			Personal Ethics
			Organizational Culture
			Organizational Systems
			External Stakeholders
		How Leaders Shape Culture and Ethics
			Values-based Leadership
			Formal Structure and Systems
		Corporate Culture and Ethics in a Global Environment
		Summary and Interpretation
	CHAPTER 12 INNOVATION AND CHANGE
		Purpose of this Chapter
		Innovate or Perish: The Strategic Role of Change
			Incremental versus Radical Change
			Strategic Types of Change
		Elements for Successful Change
		Technology Change
			The Ambidextrous Approach
			Techniques for Encouraging Technology Change
		New Products and Services
			New Product Success Rate
			Reasons for New Product Success
			Horizontal Coordination Model
			Achieving Competitive Advantage: The Need for Speed
		Strategy and Structure Change
			The Dual-Core Approach
			Organization Design for Implementing Administrative Change
		Culture Change
			Forces for Culture Change
			Organization Development Culture Change Interventions
		Strategies for Implementing Change
			Leadership for Change
			Barriers to Change
			Techniques for Implementation
		Summary and Interpretation
	CHAPTER 13 DECISION-MAKING PROCESSES
		Purpose of this Chapter
		Definitions
		Individual Decision-Making
			Rational Approach
			Bounded Rationality Perspective
		Organizational Decision-Making
			Management Science Approach
			Carnegie Model
			Incremental Decision Process Model
		The Learning Organization
			Combining the Incremental Process and Carnegie Models
			Garbage Can Model
		Contingency Decision-Making Framework
			Problem Consensus
			Technical Knowledge about Solutions
			Contingency Framework
			Different Types of Decision-Making Approaches
		Special Decision Circumstances
			High-Velocity Environments
			Decision Mistakes and Learning
			Escalating Commitment
		Summary and Interpretation
	CHAPTER 14 CONFLICT, POWER AND POLITICS
		Purpose of this Chapter
		Intergroup Conflict in Organizations
			Sources of Conflict
			Rational versus Political Model
		Power and Organizations
			Individual versus Organizational Power
			Power versus Authority
			Vertical Sources of Power
			Horizontal Sources of Power
		Political Processes in Organizations
			Definition
			When is Political Activity Used?
		Using Power, Politics and Collaboration
			Tactics for Increasing Power
			Political Tactics for Using Power
			Tactics for Enhancing Collaboration
		Summary and Interpretation
Integrative Cases
	1.0 Luxurious Goat Milk Products: Working with Local Culture – RojaAHP
	2.0 ‘Box-Ticking’ in Organizations: Lessons of the Nimrod Disaster
	3.0 Onward to the Customer of One; from Debt Collectors to Customer Service Agents at New Zealand’s Inland Revenue
	4.0 Changing the Culture at Trans-Gen PLC: What’s Wrong with Senior Management?
	5.0 Blood on the Gatepost: Family Conflicts in the New Zealand Farming Industry
Counterpoints – Recommended Supplementary Reading
Glossary
Subject Index