ORGANIZATION THEORY AND DESIGN NINTH EDITIONPDF电子书下载

Part 1: Introduction to Organizations 1

Chapter 1: Organizations and Organization Theory 2

A Look Inside: Xerox Corporation 3

Organization Theory in Action 6

Topics 6

Current Challenges 6

Leading by Design: The Rolling Stones 7

Purpose of This Chapter 10

What Is an Organization? 10

Definition 10

Types of Organizations 11

Importance of Organizations 12

Book Mark 1.0: The Company: A Short History of a Revolutionary Idea 12

Perspectives on Organizations 14

Open Systems 14

Organizational Configuration 16

Dimensions of Organization Design 17

Structural Dimensions 17

Contextual Dimensions 20

In Practice: W. L. Gore ＆ Associates 21

Performance and Effectiveness Outcomes 22

in Practice: Federal Bureau of Investigation 24

The Evolution of Organization Theory and Design 25

Historical Perspectives 25

Contemporary Organization Design 27

Efficient Performance versus the Learning Organization 28

In Practice: Cementos Mexicanos 32

Framework for the Book 33

Levels of Analysis 33

Plan of the Book 34

Plan of Each Chapter 36

Summary and Interpretation 36

Chapter 1 Workbook: Measuring Dimensions of Organizations 38

Case for Analysis: Perdue Farms Inc.:Responding to 21st Century Challenges 39

Part 2: Organizational Purpose and Structural Design 53

Chapter 2: Strategy, Organization Design, and Effectiveness 54

A Look Inside: Starbucks Corporation 55

Purpose of This Chapter 56

The Role of Strategic Direction in Organization Design 56

Organizational Purpose 58

Mission 58

Operative Goals 59

Leading by Design: Wegmans 61

The Importance of Goals 62

A Framework for Selecting Strategy and Design 62

Porter's Competitive Strategies 63

In Practice: Ryanair 64

Miles and Snow's Strategy Typology 65

Book Mark 2.0: What Really Works:The 4 + 2 Formula for Sustained Business Success 66

How Strategies Affect Organization Design 67

Other Factors Affecting Organization Design 69

Assessing Organizational Effectiveness 70

Contingency Effectiveness Approaches 70

Goal Approach 71

In Practice: Chevrolet 72

Resource-based Approach 73

Internal Process Approach 74

An Integrated Effectiveness Model 75

In Practice: The Thomson Corporation 78

Summary and Interpretation 79

Chapter 2 Workbook: Identifying Company Goals and Strategies 80

Case for Analysis: The University Art Museum 81

Case for Analysis: Airstar Inc. 84

Chapter 2 Workshop: Competing Values and Organizational Effectiveness 85

Chapter 3: Fundamentals of Organization Structure 88

A Look Inside: Ford Motor Company 89

Purpose of This Chapter 90

Organization Structure 90

Information-Processing Perspective on Structure 91

Book Mark 3.0: The Future of Work: How the New Order of Business Will Shape Your Organization,Your Management Style,and Your Life 92

Vertical Information Linkages 93

In Practice: Oracle Corporation 94

Horizontal Information Linkages 95

Organization Design Alternatives 99

Required Work Actwities 99

Reporting Relationships 100

Departmental Grouping Options 100

Functional,Divisional,and Geographical Designs 102

Functional Structure 102

In Practice: Blue Bell Creameries Inc. 103

Functional Structure with Horizontal Linkages 104

Divisional Structure 104

In Practice: Microsoft 106

Geographical Structure 107

Matrix Structure 108

Conditions for the Matrix 109

Strengths and Weaknesses 110

In Practice: Englander Steel 111

Horizontal Structure 113

Characteristics 114

In Practice: GE Salisbury 115

Strengths and Weaknesses 116

Virtual Network Structure 117

How the Structure Works 117

In Practice: TiVo Inc. 118

Strengths and Weaknesses 118

Hybrid Structure 120

Applications of Structural Design 122

Structural Alignment 122

Symptoms of Structural Deficiency 123

Summary and Interpretation 124

Chapter 3 Workbook: You and Organization Structure 126

Case for Analysis: C ＆ C Grocery Stores Inc. 126

Case for Analysis: Aquarius Advertising Agency 129

Part 3: Open System Design Elements 135

Chapter 4: The External Environment 136

A Look Inside: Nokia 137

Purpose of This Chapter 138

The Environmental Domain 138

Task Environment 138

General Environment 140

International Context 141

In Practice: Ogilvy ＆ Mather 142

Environmental Uncertainty 142

Simple-Complex Dimension 143

Stable-Unstable Dimension 144

Book Mark 4.0: Confronting Reality: Doing What Matters to Get Things Right 144

Framework 145

Adapting to Environmental Uncertainty 147

Positions and Departments 147

Buffering and Boundary Spanning 147

In Practice: Genesco 149

Differentiation and Integration 149

Organic versus Mechanistic Management Processes 151

Planning,Forecasting,and Responsiveness 152

Leading by Design: Rowe Furniture Company 153

Framework for Organizational Responses to Uncertainty 154

Resource Dependence 154

Controlling Environmental Resources 156

Establishing Interorganizational Linkages 156

In Practice: Verizon and SBC Communications Inc. 157

Controlling the Environmental Domain 159

In Practice: Wal-Mart 160

Organization-Environment Integrative Framework 161

Summary and Interpretation 161

Chapter 4 Workbook: Organizations You Rely On 164

Case for Analysis: The Paradoxical Twins: Acme and Omega Electronics 165

Chapter 5: Interorganizational Relationships 170

A Look Inside: International Truck and Engine Corporation 171

Purpose of This Chapter 172

Organizational Ecosystems 172

Is Competition Dead? 173

In Practice: Amazon.com Inc. 173

The Changing Role of Management 174

Interorganizational Framework 176

Resource Dependence 177

Resource Strategies 177

Power Strategies 178

Collaborative Networks 178

Why Collaboration? 179

From Adversaries to Partners 180

Book Mark 5.0: Managing Strategic Relationships: The Key to Business Success 181

In Practice: Bombardier 182

Population Ecology 183

Organizational Form and Niche 184

Process of Ecological Change 185

leading by Design: Shazam--It's Magic! 186

Strategies for Survival 187

In Practice: Genentech 188

Institutionalism 188

In Practice: Wal-Mart 189

The Institutional View and Organization Design 190

Institutional Similarity 190

Summary and Interpretation 193

Chapter 5 Workbook: Management Fads 195

Case for Analysis: Oxford Plastics Company 195

Case for Analysis: Hugh Russel Inc. 196

Chapter 5 Workshop: Ugli Orange Case 199

Chapter 6: Designing Organizations for the International Environment 204

A Look Inside: Gruner + Jahr 205

Purpose of This Chapter 206

Entering the Global Arena 206

Motivations for Global Expansion 206

Stages of International Development 209

Global Expansion through International Strategic Alliances 210

Designing Structure to Fit Global Strategy 211

Model for Global versus Local Opportunities 211

International Division 214

Global Product Division Structure 215

Global Geographical Division Structure 215

In Practice: Colgate-Palmolive Company 217

Global Matrix Structure 218

In Practice: Asea Brown Boveri Ltd. (ABB) 219

Building Global Capabilities 220

The Global Organizational Challenge 220

In Practice: Sony 223

Global Coordination Mechanisms 224

Cultural Differences in Coordination and Control 227

National Value Systems 227

Three National Approaches to Coordination and Control 227

Book Mark 6.0: Cross-Cultural Business Behavior: Marketing,Negotiating and Managing Across Cultures 228

The Transnational Model of Organization 230

Summary and Interpretation 233

Chapter 6 Workbook: Made in the U.S.A.? 235

Case for Analysis: TopDog Software 235

Case for Analysis: Rhodes Industries 236

Chapter 6 Workshop: Comparing Cultures 239

Part 4: Internal Design Elements 243

Chapter 7: Manufacturing and Service Technologies 244

A Look Inside: American Axle ＆ Manufacturing(AAM) 245

Purpose of This Chapter 247

Core Organization Manufacturing Technology 248

Manufacturing Firms 248

Strategy,Technology,and Performance 250

In Practice: Printronix 251

Book Mark 7.0: Inviting Disaster:Lessons from the Edge of Technology 252

Contemporary Applications 253

Flexible Manufacturing Systems 253

Lean Manufacturing 254

In Practice: Autoliv 255

Leading by Design: Dell Computer 256

Performance and Structural Implications 257

Core Organization Service Technology 259

Service Firms 259

Designing the Service Organization 262

In Practice: Pret A Manger 263

Non-Core Departmental Technology 264

Variety 264

Analyzability 264

Framework 264

Department Design 266

In Practice: Parkland Memorial Hospital 268

Workflow Interdependence among Departments 269

Types 269

Structural Priority 271

Structural Implications 272

In Practice: Athletic Teams 273

Impact of Technology on Job Design 274

Job Design 274

Sociotechnical Systems 275

Summary and Interpretation 276

Chapter 7 Workbook: Bistro Technology 278

Case for Analysis: Acetate Department 280

Chapter 8: Information Technology and Control 286

A Look Inside: The Progressive Group of Insurance Companies 287

Purpose of This Chapter 289

Information Technology Evolution 289

In Practice: Anheuser-Busch 290

Information for Decision Making and Control 291

Organizational Decision-Making Systems 291

Feedback Control Model 293

Management Control Systems 293

In Practice: eBay 295

The Balanced Scorecard 296

Adding Strategic Value: Strengthening Internal Coordination 298

Intranets 298

Enterprise Resource Planning 299

Knowledge Management 300

Book Mark 8.0: The Myth of the Paperless Office 302

In Practice: Montgomery-Watson Harza 303

Adding Strategic Value: Strengthening External Relationships 304

Leading by Design: Corrugated Supplies 304

The Integrated Enterprise 305

Customer Relationship Management 307

E-Business Organization Design 307

In Practice: Tesco.com 308

IT Impact on Organization Design 309

Summary and Interpretation 311

Chapter 3 Workbook: Are You Fast Enough to Succeed in Internet Time? 313

Case for Analysis: Century Medical 315

Case for Analysis: Product X 316

Chapter 9: Organization Size,Life Cycle and Decline 319

A Look Inside: Interpol 320

Purpose of This Chapter 321

Organization Size: Is Bigger Better? 321

Pressures for Growth 321

Dilemmas of Large Size 322

Book Mark 9.0: Execution: The Discipline of Getting Things Done 325

Organizational Life Cycle 326

Stages of Life Cycle Development 326

In Practice: Nike 329

Organizational Characteristics during the Life Cycle 330

Organizational Bureaucracy and Control 331

What Is Bureaucracy? 332

In Practice: United Parcel Service 333

Size and Structural Control 334

Bureaucracy in a Changing World 335

Organizing Temporary Systems for Flexibility and Innovation 336

Other Approaches to Reducing Bureaucracy 337

Leading by Design: The Salvation Army 338

Organizational Control Strategies 339

Bureaucratic Control 339

Market Control 340

In Practice: Imperial Oil Limited 341

Clan Control 341

In Practice: Southwest Airlines 342

Organizational Decline and Downsizing 343

Definition and Causes 343

A Model of Decline Stages 344

In Practice: Brobeck Phleger ＆ Harrison LLP 346

Downsizing Implementation 346

In Practice: Charles Schwab ＆ Company 348

Summary and Interpretation 348

Chapter 9 Workbook: Control Mechanisms 350

Case for Analysis: Sunflower Incorporated 351

Chapter 9 Workshop: Windsock Inc. 352

Part 5: Managing Dynamic Processes 357

Chapter 10: Organizational Culture and Ethical Values 358

A Look Inside: Boots Company PLC 359

Purpose of This Chapter 360

Organizational Culture 361

What Is Culture? 361

Emergence and Purpose of Culture 361

Interpreting Culture 363

Book Mark 10.0: Good to Great: Why Some Companies Make the Leap ... And Others Don't 364

Organization Design and Culture 367

The Adaptability Culture 368

The Mission Culture 368

In Practice: J.C. Penney 369

The Clan Culture 369

The Bureaucratic Culture 369

Culture Strength and Organizational Subcultures 370

In Practice: Pitney Bowes Credit Corporation 371

Organizational Culture,Learning,and Performance 371

Leading by Design: JetBlue Airways 372

Ethical Values and Social Responsibility 374

Sources of Individual Ethical Principles 374

Managerial Ethics and Social Responsibility 375

Does It Pay to Be Good? 377

Sources of Ethical Values in Organizations 378

Personal Ethics 378

Organizational Culture 379

Organizational Systems 379

External Stakeholders 380

How Leaders Shape Culture and Ethics 381

Values-based Leadership 381

In Practice: Kingston Technology Co. 382

Formal Structure and Systems 382

In Practice: General Electric 385

Corporate Culture and Ethics in a Global Environment 386

Summary and Interpretation 387

Chapter 10 Workbook: Shop 'til You Drop: Corporate Culture in the Retail World 389

Case for Analysis: Implementing Change at National Industrial Products 390

Case for Analysis: Does This Milkshake Taste Funny? 392

Chapter 10 Workshop: The Power of Ethics 394

Chapter 11: Innovation and Change 398

A Look Inside: Toyota Motor Corporation 399

Purpose of This Chapter 400

Innovate or Perish: The Strategic Role of Change 400

Incremental versus Radical Change 400

Strategic Types of Change 402

Leading by Design: Google 403

Elements for Successful Change 405

Technology Change 407

The Ambidextrous Approach 407

Techniques for Encouraging Technology Change 408

In Practice: W. L. Gore 411

New Products and Services 412

New Product Success Rate 412

Reasons for New Product Success 412

Horizontal Coordination Model 413

In Practice: Procter ＆ Gamble 415

Achieving Competitive Advantage: The Need for Speed 416

Strategy and Structure Change 417

The Dual-Core Approach 417

Organization Design for Implementing Administrative Change 418

In Practice: Tyco International 419

Culture Change 420

Forces for Culture Change 420

In Practice: X-Rite Inc. 421

Organization Development Culture Change Interventions 422

Strategies for Implementing Change 424

Book Mark 11.0: The Change Monster: The Human Forces That Fuel or Foil Corporate Transformation and Change 424

Leadership for Change 425

Barriers to Change 426

Techniques for Implementation 426

Summary and Interpretation 429

Chapter 11 Workbook: Innovation Climate 430

Case for Analysis: Shoe Corporation of Illinois 432

Case for Analysis: Southern Discomfort 436

Chapter 12: Decision-Making Processes 441

A Look Inside: Maytag 442

Purpose of This Chapter 443

Definitions 443

Individual Decision Making 445

Rational Approach 445

In Practice: Alberta Consulting 448

Bounded Rationality Perspective 448

Leading by Design: Motek 450

Book Mark 12.0: Blink: The Power of Thinking without Thinking 452

In Practice: Paramount Pictures 453

Organizational Decision Making 453

Management Science Approach 453

In Practice: Continental Airlines 454

Carnegie Model 456

In Practice: Encyclopaedia Britannica 457

Incremental Decision Process Model 458

In Practice: Gillette Company 461

The Learning Organization 462

Combining the Incremental Process and Carnegie Models 462

Garbage Can Model 463

In Practice: ？Huckabees 466

Contingency Decision-Making Framework 467

Problem Consensus 467

Technical Knowledge about Solutions 468

Contingency Framework 468

Special Decision Circumstances 471

High-Velocity Environments 471

Decision Mistakes and Learning 472

Escalating Commitment 473

Summary and Interpretation 473

Chaptei 12 Workbook: Decision Styles 475

Case for Analysis: Cracking the Whip 476

Case for Analysis: The Dilemma of Aliesha State College: Competence versus Need 477

Chapter 13: Conflict,Power,and Politics 481

A Look Inside: Morgan Stanley 482

Purpose of This Chapter 483

Intergroup Conflict in Organizations 483

Sources of Conflict 484

Leading by Design: Advanced Cardiovascular Systems 486

Rational versus Political Model 487

Power and Organizations 488

Individual versus Organizational Power 489

Power versus Authority 489

Vertical Sources of Power 490

Horizontal Sources of Power 494

In Practice: University of Illinois 496

In Practice: HCA and Aetna Inc. 498

Political Processes in Organizations 498

Definition 499

When Is Political Activity Used? 500

Using Power,Politics,and Collaboration 500

Tactics for Increasing Power 501

Political Tactics for Using Power 502

Book Mark 13.0: Influence: Science and Practice 504

In Practice: Yahoo! 505

Tactics for Enhancing Collaboration 505

In Practice: Aluminum Company of America/International Association of Machinists 506

Summary and Interpretation 508

Chapter 13 Workbook How Do You Handle Conflict? 510

Case for Analysis. The Daily Tribune 511

Case for Analysis: Pierre Dux 512

Glossary 517

Subject Index 527