Organizational theory : text and cases

Title:

Personal Author:

Jones, Gareth R.

Publication Information:

Reading, Mass. : Addison-Wesley, 1995

ISBN:

9780201532241

Subject Term:

Organizational behavior

Organizational behavior -- Case studies

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000000090039	HD58.7 J66 1995	Open Access Book	Book	Searching... Unknown

New edition of a text that addresses how organizations work and how the different contingency factors can affect the choices managers make. In the first four chapters, Jones (Tex AandM U.) lays out the central design challenges facing an organization if is to successfully create value for stakeholders and achieve a competitive advantage. Subsequent chapters examine the nature and origins of organizational culture and how it affects operations and effectiveness; various organization-environment theories; how organizations develop and use strategies; the international environment; technology and innovation; and how the organizational processes influence the way organizations grow, adapt, and change over time. Annotation copyrighted by Book News Inc., Portland, OR

Jeffrey C. ShumanJohn F. VeigaPaul R. LawrencePaul H. ThompsonJay W. Lorsch and Paul R. Lawrence and James A. GarrisonGareth R. JonesDavid LoreeFrank Shipper and Charles C. ManzRonald A. MitschArthur SharplinPer V. JensterArthur SharplinGareth R. JonesGareth R. JonesCharles W. L. HillCharles PerrowJohn A. Seeger

Preface	p. xix
Part 1 The Organization
Chapter 1 Organizations and Organizational Stakeholders	p. 1
What Is an Organization?	p. 2
What Is Organizational Theory?	p. 8
Organizational Stakeholders	p. 13
Organizational Effectiveness: Satisfying Stakeholders' Goals and Interests	p. 17
How Do Managers Measure Organizational Effectiveness?	p. 21
What Are the Factors Affecting Organizations?	p. 24
Summary	p. 27
Discussion Questions	p. 27
Organizational Theory in Action	p. 28
Assignment	p. 30
Cases for Analysis: Kinko's New Operating Structure	p. 31
References	p. 31
Chapter 2 Basic Challenges of Organizational Design	p. 33
Differentiation	p. 34
Balancing Differentiation and Integration	p. 41
Balancing Centralization and Decentralization	p. 46
Balancing Standardization and Mutual Adjustment	p. 49
Mechanistic and Organic Organizational Structures	p. 53
Summary	p. 58
Discussion Questions	p. 59
Organizational Theory in Action	p. 59
Assignment	p. 60
Cases for Analysis: Where Should Decisions Be Made?	p. 61
References	p. 61
Chapter 3 Designing Organizational Structure: Authority and Control	p. 63
Authority: How and Why Vertical Differentiation Occurs	p. 64
Control: Factors Affecting the Shape of the Hierarchy	p. 72
The Principles of Bureaucracy	p. 76
The Influence of the Informal Organization	p. 82
Restructuring the Organization	p. 83
Summary	p. 86
Discussion Questions	p. 87
Organizational Theory in Action	p. 88
Assignment	p. 88
Cases for Analysis: All Change at Sunbeam	p. 89
Case for Analysis: The Shake-up at GE's Hierarchy	p. 90
References	p. 90
Chapter 4 Designing Organizational Structure: Specialization and Coordination	p. 92
Functional Structure	p. 93
From Functional Structure to Divisional Structure	p. 98
Divisional Structure I Three Kinds of Product Structure	p. 101
Divisional Structure II Geographic Structure	p. 112
Divisional Structure III Market Structure	p. 114
Matrix Structure	p. 116
Summary	p. 123
Discussion Questions	p. 124
Organizational Theory in Action	p. 125
Assignment	p. 126
Cases for Analysis: Stein and Co. Makes a Major Change	p. 126
Cases for Analysis: A New Caterpillar Emerges	p. 127
References	p. 127
Chapter 5 Managing Organizational Culture and Ethics	p. 129
What Is Organizational Culture?	p. 130
How Is an Organization's Culture Transmitted to Its Members?	p. 133
Where Does Organizational Culture Come From?	p. 138
Can Organizational Culture Be Managed?	p. 149
The Advantages of Ethical Behavior	p. 150
Why Does Unethical Behavior Occur?	p. 152
Corporate Social Responsibility	p. 153
Creating an Ethical Organization	p. 155
Summary	p. 158
Discussion Questions	p. 159
Organizational Theory in Action	p. 159
Cases for Analysis: Changing the Culture of UTC	p. 160
Assignment	p. 160
References	p. 161
Part 2 The Organizational Environment
Chapter 6 Managing the Organizational Environment	p. 163
What Is the Organizational Environment?	p. 164
Contingency Theory	p. 170
Resource Dependence Theory	p. 174
Interorganizational Strategies for Managing Resource Dependencies	p. 176
Strategies for Managing Symbiotic Resource Interdependencies	p. 177
Strategies for Managing Competitive Resource Interdependencies	p. 182
Transaction Cost Theory	p. 187
Summary	p. 193
Discussion Questions	p. 195
Organizational Theory in Action	p. 195
Cases for Analysis: ATandT's Changing Environment	p. 196
Assignment	p. 197
References	p. 198
Chapter 7 Organizational Strategy and Structure	p. 200
What Is Organizational Strategy?	p. 201
Functional-Level Strategy	p. 205
Business-Level Strategy	p. 211
Corporate-Level Strategy	p. 219
Summary	p. 226
Discussion Questions	p. 227
Organizational Theory in Action	p. 228
Assignment	p. 228
Cases for Analysis: Can Long John's Get Back on Both Feet?	p. 229
References	p. 230
Chapter 8 Managing the International Environment	p. 231
What Is the International Environment?	p. 232
Creating Value from Global Expansion	p. 236
Factors Influencing the Choice of Global Expansion Strategy	p. 239
Strategies for Managing the International Environment	p. 240
Global Expansion Strategy, Organizational Structure, and Organizational Culture	p. 246
International Strategic Alliances	p. 258
Summary	p. 260
Discussion Questions	p. 260
Organizational Theory in Action	p. 261
Assignment	p. 262
Cases for Analysis: ABB's Matrix Structure	p. 262
References	p. 264
Part 3 The Technological Environment
Chapter 9 Organizational Design and Technology	p. 265
What Is Technology?	p. 266
Technology and Organizational Effectiveness	p. 268
Technical Complexity: The Theory of Joan Woodward	p. 270
Routine Tasks and Complex Tasks: The Theory of Charles Perrow	p. 277
Task Interdependence: The Theory of James D. Thompson	p. 282
Technology and Culture	p. 290
Summary	p. 292
Discussion Questions	p. 293
Organizational Theory in Action	p. 294
Assignment	p. 294
Cases for Analysis: The Shape of Things to Come	p. 295
References	p. 296
Chapter 10 Managing the New Technological Environment	p. 297
From Mass Production to Advanced Manufacturing Technology	p. 298
Advanced Manufacturing Technology: Innovations in Materials Technology	p. 300
Advanced Manufacturing Technology: Innovations in Knowledge Technology	p. 305
Managing Advanced Manufacturing Technology	p. 310
Advanced Information Technology	p. 316
Implications of Advanced Information Technologies	p. 320
Summary	p. 324
Discussion Questions	p. 325
Organizational Theory in Action	p. 325
Assignment	p. 325
Cases for Analysis: Toyota's Flexible Production System	p. 326
Cases for Analysis: Managing Manufacturer-Supplier Relationships	p. 327
References	p. 328
Part 4 Managing Organizational Processes
Chapter 11 Organizational Birth, Growth, Decline, and Death	p. 330
The Organizational Life Cycle	p. 331
Organizational Birth	p. 331
A Population Ecology Model of Organizational Birth	p. 332
The Institutional Theory of Organizational Growth	p. 337
Greiner's Model of Organizational Growth	p. 340
Organizational Decline and Death	p. 346
Summary	p. 353
Discussion Questions	p. 354
Organizational Theory in Action	p. 354
Assignment	p. 355
Cases for Analysis: The Body Shop Reaches Middle Age	p. 356
References	p. 356
Chapter 12 Decision Making and Organizational Learning	p. 358
Organizational Decision Making	p. 359
Models of Organizational Decision Making	p. 360
The Nature of Organizational Learning	p. 366
Factors Affecting Organizational Learning	p. 371
Improving Decision Making and Learning	p. 377
Summary	p. 382
Discussion Questions	p. 383
Organizational Theory in Action	p. 384
Assignment	p. 384
Cases for Analysis: Encouraging Learning at Baxter International	p. 385
References	p. 386
Chapter 13 Managing Innovation and Change	p. 388
What Is Organizational Change?	p. 389
Forces and Resistances to Organizatonal Change	p. 393
A Model of Organizational Change	p. 399
Innovation and Technological Change	p. 404
Managing the Innovation Process	p. 406
Summary	p. 414
Discussion Questions	p. 415
Organizational Theory in Action	p. 415
Cases for Analysis: Big Changes at Boeing	p. 416
References	p. 417
Chapter 14 Organizational Conflict, Power, and Politics	p. 419
What Is Organizational Conflict?	p. 420
Pondy's Model of Organizational Conflict	p. 422
Managing Conflict: Conflict Resolution Strategies	p. 427
What Is Organizational Power?	p. 430
Sources of Organizational Power	p. 431
Using Power: Organizational Politics	p. 436
Summary	p. 442
Discussion Questions	p. 442
Organizational Theory in Action	p. 443
Assignment	p. 444
Cases for Analysis: Martha Stewart Takes on Time	p. 444
References	p. 445
Part 5 Cases in organizational Theory
Case 1 United Products, Inc.	p. 446
Case 2 The Paradoxical Twins: Acme and Omega Electronics	p. 456
Case 3 Continental Can Company of Canada, Ltd.	p. 459
Case 4 TRW Systems Group (A and B Condensed)	p. 470
Case 5 Texana Petroleum Corporation	p. 485
Case 6 Bob's Appliances	p. 492
Case 7 Mega-Zoinks Records	p. 493
Case 8 W. L. Gore and Associates, Inc.	p. 495
Case 9 Three Roads To Innovation	p. 505
Case 10 The Lincoln Electric Company	p. 508
Case 11 Beer and Wine Industries: Bartles and Jaymes	p. 519
Case 12 Bennett's Machine Shop, Inc.	p. 526
Case 13 Southwest Airlines	p. 539
Case 14 Blockbuster Entertainment in 1996	p. 544
Case 15 The Evolution of Viacom Inc.	p. 557
Case 16 Philips NV	p. 572
Case 17 "Ramrod" Stockwell	p. 575
Case 18 Rondell Data Corporation	p. 578
Company Index	p. 587
Name Index	p. 591
Subject Index	p. 593

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