Understanding the theory and design of organizations
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| Format: | Buch |
| Sprache: | English |
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Mason, Ohio
South-Western Cengage Learning
2013
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| Ausgabe: | 11. ed., internat. ed. |
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| 100 | 1 | |a Daft, Richard L. |d 1941- |e Verfasser |0 (DE-588)134277511 |4 aut | |
| 245 | 1 | 0 | |a Understanding the theory and design of organizations |c Richard L. Daft |
| 250 | |a 11. ed., internat. ed. | ||
| 264 | 1 | |a Mason, Ohio |b South-Western Cengage Learning |c 2013 | |
| 300 | |a XVIII, 677 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a Europ. student ed. u.d.T.: Daft, Richard: Organization theory and design | ||
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Datensatz im Suchindex
| _version_ | 1804149361595121664 |
|---|---|
| adam_text | IMAGE 1
CONTENTS
PREFACE XIII
PART 1 INTRODUCTION TO ORGANIZATION THEORY AND DESIGN
CHAPTER 1: INTRODUCTION TO ORGANIZATIONS 2
ORGANIZATION THEORY IN ACTION 7
TOPICS, 7 * CURRENT CHALLENGES, 8 * PURPOSE OF THIS CHAPTER, 11 WHAT IS
AN ORGANIZATION? 12
DEFINITION, 12* FROM MULTINATIONALS TO NONPROFITS, 13 * IMPORTANCE OF
ORGANIZATIONS, 14 BOOKMARK 1.0: THE COMPANY: A SHORT HISTORY OF A
REVOLUTIONARY IDEA 15
IN PRACTICE: SANDBERG FURNITURE 16
DIMENSIONS OF ORGANIZATION DESIGN 17
STRUCTURAL DIMENSIONS, 18 IN PRACTICE: BP TRANSOCEAN DEEPWATER HORIZON
OIL RIG 18
CONTINGENCY FACTORS, 20 IN PRACTICE: TERNARY SOFTWARE INC. 21
PERFORMANCE AND EFFECTIVENESS OUTCOMES, 23 THE EVOLUTION OF ORGANIZATION
THEORY AND DESIGN 24
HISTORICAL PERSPECTIVES, 25
HOW DO YOU FIT THE DESIGN? EVOLUTION OF STYLE 26
IT ALL DEPENDS: KEY CONTINGENCIES, 28
AN EXAMPLE OF ORGANIZATIONAL CONFIGURATION 28 ORGANIC AND MECHANISTIC
DESIGNS 30
CONTEMPORARY DESIGN IDEAS 32
IN PRACTICE: CISCO SYSTEMS 32
OPEN SYSTEMS, 33 * CHAOS THEORY, 33 FRAMEWORK FOR THE BOOK 34
LEVELS OF ANALYSIS, 34 * PLAN OF THE BOOK, 35 * PLAN OF EACH CHAPTER, 37
DESIGN ESSENTIALS 37
CHAPTER 1 WORKBOOK: MEASURING DIMENSIONS OF ORGANIZATIONS 39
CASE FOR ANALYSIS: RONDELL DATA CORPORATION 40 INTEGRATIVE CASE 1.0:
DEVELOPING GLOBAL TEAMS TO MEET 21ST CENTURY CHALLENGES AT W. L. GORE &
ASSOCIATES 51
INTEGRATIVE CASE 2.0: THE DONOR SERVICES DEPARTMENT 62
PART 2 ORGANIZATIONAL STRATEGY AND STRUCTURE
CHAPTER 2: STRUCTURAL DESIGN FOR ORGANIZATIONS PURPOSE OF THIS CHAPTER,
70 ORGANIZATION STRUCTURE INFORMATION-SHARING PERSPECTIVE ON STRUCTURE
BOOKMARK 2.0: THE FUTURE OF MANAGEMENT IN PRACTICE: TEXTRON INC.
VERTICAL INFORMATION SHARING, 75 * HORIZONTAL INFORMATION SHARING AND
COORDINATION, 76 HOW DO YOU FIT THE DESIGN? THE PLEASURE/PAIN OF WORKING
ON A TEAM
RELATIONAL COORDINATION, 81
ORGANIZATION DESIGN ALTERNATIVES 68 REQUIRED WORK ACTIVITIES, 83 IN
PRACTICE: BP 70 REPORTING RELATIONSHIPS, 84 * DEPARTMENTAL
72 GROUPING OPTIONS, 84 73 FUNCTIONAL, DIVISIONAL, AND GEOGRAPHIC
DESIGNS 74 FUNCTIONAL STRUCTURE, 86 IN PRACTICE: BLUE BELL CREAMERIES,
INC.
FUNCTIONAL STRUCTURE WITH HORIZONTAL LINKAGES, 88 * DIVISIONAL
STRUCTURE, 88 * 81 GEOGRAPHIC STRUCTURE, 91
67
83
83
86
87
VII
IMAGE 2
VIIL
CONTENTS
MATRIX STRUCTURE 92
CONDITIONS FOR THE MATRIX, 93 * STRENGTHS AND WEAKNESSES, 94 IN
PRACTICE: ENGLANDER STEEL 95
HORIZONTAL STRUCTURE 97
CHARACTERISTICS, 98 IN PRACTICE: GE SALISBURY 99
STRENGTHS AND WEAKNESSES, 100 VIRTUAL NETWORKS AND OUTSOURCING 101
HOW THE STRUCTURE WORKS, 102 IN PRACTICE: SMART BALANCE 102
STRENGTHS AND WEAKNESSES, 103 HYBRID STRUCTURE 105
APPLICATIONS OF STRUCTURAL DESIGN 107
STRUCTURAL ALIGNMENT, 107 * SYMPTOMS OF STRUCTURAL DEFICIENCY, 108
DESIGN ESSENTIALS 109
CHAPTER 2 WORKBOOK: YOU AND ORGANIZATION STRUCTURE 110 CASE FOR
ANALYSIS: C & C GROCERY STORES, INC. I LL CASE FOR ANALYSIS: AQUARIUS
ADVERTISING AGENCY 114
CHAPTER 3: STRATEGY AND EFFECTIVENESS 120
PURPOSE OF THIS CHAPTER, 121 THE ROLE OF STRATEGIC DIRECTION IN
ORGANIZATION DESIGN 122 ORGANIZATIONAL PURPOSE 124
STRATEGIC INTENT, 124 IN PRACTICE: MIMEO 126
OPERATING GOALS, 126 * THE IMPORTANCE OF GOALS, 129
A FRAMEWORK FOR SELECTING STRATEGY AND DESIGN 130
PORTER S COMPETITIVE STRATEGIES, 130 HOW DO YOU FIT THE DESIGN? YOUR
STRATEGY/ PERFORMANCE STRENGTH 131
IN PRACTICE: ACER INC. 133
MILES AND SNOW S STRATEGY TYPOLOGY, 134 IN PRACTICE: VOLVO CAR
CORPORATION 134 HOW STRATEGIES AFFECT ORGANIZATION DESIGN, 136 * OTHER
CONTINGENCY FACTORS AFFECTING
ORGANIZATION DESIGN, 136 BOOKMARK 3.0: GOOD STRATEGY BAD STRATEGY: THE
DIFFERENCE AND WHY IT MATTERS 137
ASSESSING ORGANIZATIONAL EFFECTIVENESS 139 DEFINITION, 139 * WHO
DECIDES?, 140 FOUR EFFECTIVENESS APPROACHES 141
GOAL APPROACH, 141 IN PRACTICE: EVERY CHILD SUCCEEDS 142 RESOURCE-BASED
APPROACH, 143 * INTERNAL PROCESS APPROACH, 144 * STRATEGIC
CONSTITUENTS APPROACH, 145 AN INTEGRATED EFFECTIVENESS MODEL 146 IN
PRACTICE: DISNEY/PIXAR 150
DESIGN ESSENTIALS 150
CHAPTER 3 WORKBOOK: IDENTIFYING COMPANY STRATEGIES AND EFFECTIVENESS
CRITERIA 152
CASE FOR ANALYSIS: THE UNIVERSITY ART MUSEUM 153 CASE FOR ANALYSIS:
COVINGTON CORRUGATED PARTS & SERVICES 155 CHAPTER 3 WORKSHOP: COMPETING
VALUES AND ORGANIZATIONAL EFFECTIVENESS 156
INTEGRATIVE CASE 3.0: IT ISN T SO SIMPLE: INFRASTRUCTURE CHANGE AT ROYCE
CONSULTING 160 INTEGRATIVE CASE 4.0: THE PLAZA INN 165
PART 3 EXTERNAL FACTORS AND DESIGN
CHAPTER 4: RELATIONSHIPS BETWEEN ORGANIZATIONS 170
PURPOSE OF THIS CHAPTER, 172 ORGANIZATIONAL ECOSYSTEMS 172
IS COMPETITION DEAD?, 173 IN PRACTICE: GOOGLE 175
THE CHANGING ROLE OF MANAGEMENT, 175 * INTERORGANIZATIONAL FRAMEWORK,
176 RESOURCE DEPENDENCE 177
SUPPLY CHAIN RELATIONSHIPS, 178 * POWER IMPLICATIONS, 179 IN PRACTICE:
ANHEUSER-BUSCH INBEV NV 179 COLLABORATIVE NETWORKS 180
HOW DO YOU FIT THE DESIGN? PERSONAL
NETWORKING
WHY COLLABORATION?, 181 * FROM ADVERSARIES TO PARTNERS, 183 BOOKMARK
4.0: MANAGING STRATEGIC RELATIONSHIPS: THE KEY TO BUSINESS SUCCESS
POPULATION ECOLOGY
WHAT HINDERS ADAPTATION?, 185 IN PRACTICE: NETFLIX ORGANIZATIONAL FORM
AND NICHE, 187 * PROCESS OF ECOLOGICAL CHANGE, 187 *
STRATEGIES FOR SURVIVAL, 188 INSTITUTIONALISM THE INSTITUTIONAL VIEW AND
ORGANIZATION DESIGN, 190 *
INSTITUTIONAL SIMILARITY, 191
169
181
184 185
186
189
IMAGE 3
CONTENTS
IX
DESIGN ESSENTIALS 194
CHAPTER 4 WORKBOOK: MANAGEMENT FADS 196 CASE FOR ANALYSIS: WHY IS
COOPERATION SO HARD? 196 CASE FOR ANALYSIS: OXFORD PLASTICS COMPANY 197
CHAPTER 4 WORKSHOP: THE SHAMATOSI 199
CHAPTER 5: GLOBAL ORGANIZATION
DESIGN 204
PURPOSE OF THIS CHAPTER, 206 ENTERING THE GLOBAL ARENA 206
MOTIVATIONS FOR GLOBAL EXPANSION, 206 BOOKMARK 5.0: THE WORLD IS FLAT: A
BRIEF HISTORY OF THE TWENTY-FIRST CENTURY 207
STAGES OF INTERNATIONAL DEVELOPMENT, 210 * GLOBAL EXPANSION THROUGH
INTERNATIONAL STRATEGIC ALLIANCES, 212 IN PRACTICE: MELID HOTELS
INTERNATIONAL (SOL MELIS) 213 DESIGNING STRUCTURE TO FIT GLOBAL STRATEGY
213
STRATEGIES FOR GLOBAL VERSUS LOCAL OPPORTUNITIES, 213 IN PRACTICE: KFC
(YUM BRANDS) 215
INTERNATIONAL DIVISION, 217 * GLOBAL PRODUCT DIVISION STRUCTURE, 218 *
GLOBAL GEOGRAPHIC DIVISION STRUCTURE, 219 IN PRACTICE: COLGATE-PALMOLIVE
COMPANY 220
GLOBAL MATRIX STRUCTURE, 221 IN PRACTICE: ABB GROUP 221
BUILDING GLOBAL CAPABILITIES 223
THE GLOBAL ORGANIZATIONAL DESIGN CHALLENGE, 223 * GLOBAL COORDINATION
MECHANISMS, 227 CULTURAL DIFFERENCES IN COORDINATION AND CONTROL 230
NATIONAL VALUE SYSTEMS, 230 HOW DO YOU FIT THE DESIGN? ARE YOU READY TO
FILL AN INTERNATIONAL ROLE? 2 31
FOUR NATIONAL APPROACHES TO COORDINATION
AND CONTROL, 232 THE TRANSNATIONAL MODEL OF ORGANIZATION 235 DESIGN
ESSENTIALS 238
CHAPTER 5 WORKBOOK: MADE IN THE U.S.A.? 240 CASE FOR ANALYSIS: TOPDOG
SOFTWARE 240
CASE FOR ANALYSIS: RHODES INDUSTRIES 2 41
CHAPTER 5 WORKSHOP: COMPARING CULTURES 244
CHAPTER 6: THE IMPACT OF
ENVIRONMENT 250
PURPOSE OF THIS CHAPTER, 252 THE ORGANIZATION S ENVIRONMENT 252
TASK ENVIRONMENT, 252 * GENERAL ENVIRONMENT, 254 * INTERNATIONAL
ENVIRONMENT, 255 IN PRACTICE: UNIVISION 256
THE CHANGING ENVIRONMENT 256
SIMPLE-COMPLEX DIMENSION, 257 * STABLE-UNSTABLE DIMENSION, 258 IN
PRACTICE: SONY CORPORATION, NINTENDO, MICROSOFT 258 FRAMEWORK, 259
BOOKMARK 6.0: CONFRONTING REALITY: DOING WHAT MATTERS TO GET THINGS
RIGHT 260
ADAPTING TO A CHANGING ENVIRONMENT 262
ADDING POSITIONS AND DEPARTMENTS, 262 * BUILDING RELATIONSHIPS, 263 *
DIFFERENTIATION AND INTEGRATION, 264 * ORGANIC VERSUS MECHANISTIC
MANAGEMENT PROCESSES, 266 HOW DO YOU FIT THE DESIGN? MIND AND
ENVIRONMENT 267
PLANNING, FORECASTING, AND RESPONSIVENESS, 268 FRAMEWORK FOR RESPONSES
TO ENVIRONMENTAL CHANGE 269 DEPENDENCE ON EXTERNAL RESOURCES 270
INFLUENCING EXTERNAL RESOURCES 270
ESTABLISHING FORMAL RELATIONSHIPS, 271 IN PRACTICE: JOHNS HOPKINS
MEDICINE 271 INFLUENCING KEY SECTORS, 274 IN PRACTICE: BARNES & NOBLE
274
IN PRACTICE: HUAWEI TECHNOLOGIES 275
ORGANIZATION-ENVIRONMENT INTEGRATIVE FRAMEWORK, 277
DESIGN ESSENTIALS 278
CHAPTER 6 WORKBOOK: ORGANIZATIONS YOU RELY ON 280 CASE FOR ANALYSIS: THE
PARADOXICAL TWINS: ACME AND OMEGA ELECTRONICS 2 81
INTEGRATIVE CASE 5.0: IKEA: SCANDINAVIAN STYLE 287 INTEGRATIVE CASE 6.0:
PERDUE FARMS 2 91
PART 4 MANAGING ORGANIZATIONAL PROCESSES
CHAPTER 7: ORGANIZATIONAL CONFLICT AND POLITICS 302
PURPOSE OF THIS CHAPTER, 304 INTERDEPARTMENTAL CONFLICT IN ORGANIZATIONS
304 SOURCES OF CONFLICT, 305
IN PRACTICE: SERVICE EMPLOYEES INTERNATIONAL UNION
RATIONAL VERSUS POLITICAL MODEL, 308
TACTICS FOR ENHANCING COLLABORATION, 311
301
308
IMAGE 4
CONTENTS
POWER AND ORGANIZATIONS 313
INDIVIDUAL VERSUS ORGANIZATIONAL POWER, 313 * POWER VERSUS AUTHORITY,
314 * VERTICAL SOURCES OF POWER, 315 * THE POWER OF EMPOWERMENT, 318 IN
PRACTICE: SEMCO 319
HORIZONTAL SOURCES OF POWER, 319 IN PRACTICE: UNIVERSITY OF ILLINOIS 322
IN PRACTICE: CARILION HEALTH SYSTEM 324
POLITICAL PROCESSES IN ORGANIZATIONS 325
DEFINITION, 325 * WHEN IS POLITICAL ACTIVITY USED?, 326 USING SOFT POWER
AND POLITICS 327
HOW DO YOU FIT THE DESIGN? POLITICAL SKILLS 327
TACTICS FOR INCREASING POWER, 328 * POLITICAL TACTICS FOR USING POWER,
330 IN PRACTICE: FUKUSHIMA DAIICHI (TOKYO ELECTRIC POWER) 3 31
BOOKMARK 7.0: INFLUENCE: SCIENCE AND
PRACTICE 332
IN PRACTICE: WORLD BANK 333
DESIGN ESSENTIALS 334
CHAPTER 7 WORKBOOK: HOW DO YOU HANDLE CONFLICT? 335
CASE FOR ANALYSIS: THE DAILY TRIBUNE 337
CASE FOR ANALYSIS: THE NEW HAVEN INITIATIVE 338
CHAPTER 8: ORGANIZATIONAL DECISION-MAKING 3 44
PURPOSE OF THIS CHAPTER, 346 TYPES OF DECISIONS 346
IN PRACTICE: NOKIA 347
INDIVIDUAL DECISION MAKING 349
RATIONAL APPROACH, 349 IN PRACTICE: SASKATCHEWAN CONSULTING 351 BOUNDED
RATIONALITY PERSPECTIVE, 352 HOW DO YOU FIT THE DESIGN? MAKING IMPORTANT
DECISIONS 354
BOOKMARK 8.0: BLINK: THE POWER OF THINKING WITHOUT THINKING 356
ORGANIZATIONAL DECISION MAKING 357
MANAGEMENT SCIENCE APPROACH, 357 * CARNEGIE MODEL, 359 IN PRACTICE: THE
NEW YORK TIMES 360
INCREMENTAL DECISION MODEL, 362 IN PRACTICE: GILLETTE COMPANY 365
ORGANIZATIONAL DECISIONS AND CHANGE 366
COMBINING THE INCREMENTAL AND CARNEGIE MODELS, 366 * GARBAGE CAN MODEL,
366 IN PRACTICE: KAPLAN/THE WASHINGTON POST COMPANY 370
CONTINGENCY DECISION-MAKING FRAMEWORK 371
PROBLEM CONSENSUS, 371 * TECHNICAL KNOWLEDGE ABOUT SOLUTIONS, 372 *
CONTINGENCY FRAMEWORK, 373 SPECIAL DECISION CIRCUMSTANCES 375
HIGH-VELOCITY ENVIRONMENTS, 375 * DECISION MISTAKES AND LEARNING, 376 *
COGNITIVE BIASES, 377 * OVERCOMING PERSONAL BIASES, 378 DESIGN
ESSENTIALS 380
CHAPTER 8 WORKBOOK: DECISION STYLES 3 81
CASE FOR ANALYSIS: CRACKING THE WHIP 382
CASE FOR ANALYSIS: THE DILEMMA OF ALIESHA STATE COLLEGE: COMPETENCE
VERSUS NEED 383
CHAPTER 9: CORPORATE CULTURE
AND VALUES 388
PURPOSE OF THIS CHAPTER, 390 ORGANIZATIONAL CULTURE 390
WHAT IS CULTURE?, 390 * EMERGENCE AND PURPOSE OF CULTURE, 392 *
INTERPRETING CULTURE, 392 ORGANIZATION DESIGN AND CULTURE 396
THE ADAPTABILITY CULTURE, 398 * THE MISSION CULTURE, 398 * THE CLAN
CULTURE, 398 BOOKMARK 9.0: DELIVERING HAPPINESS: A PATH TO PROFITS,
PASSION, AND PURPOSE 399
IN PRACTICE: SAS INSTITUTE 400
THE BUREAUCRATIC CULTURE, 400 * CULTURE STRENGTH AND ORGANIZATIONAL
SUBCULTURES, 401 HOW DO YOU FIT THE DESIGN? CORPORATE CULTURE
PREFERENCE 401
IN PRACTICE: PITNEY BOWES CREDIT CORPORATION 402 ORGANIZATIONAL CULTURE,
LEARNING, AND PERFORMANCE 403
IN PRACTICE: MENLO INNOVATIONS 405
ETHICAL VALUES AND SOCIAL RESPONSIBILITY 405 SOURCES OF INDIVIDUAL
ETHICAL PRINCIPLES, 406 * MANAGERIAL ETHICS, 407 * CORPORATE SOCIAL
RESPONSIBILITY, 408 * DOES IT PAY TO BE
GOOD?, 409 HOW MANAGERS SHAPE CULTURE AND ETHICS 410 VALUES-BASED
LEADERSHIP, 411 IN PRACTICE: SANJIV DAS, CITIMORTGAGE 411
FORMAL STRUCTURE AND SYSTEMS, 413
IMAGE 5
CONTENTS XI
CORPORATE CULTURE AND ETHICS IN A GLOBAL ENVIRONMENT DESIGN ESSENTIALS
415
416
CHAPTER 9 WORKBOOK: SHOP TIL YOU DROP: CORPORATE CULTURE IN THE RETAIL
WORLD 418
CASE FOR ANALYSIS: IMPLEMENTING CHANGE AT NATIONAL INDUSTRIAL PRODUCTS
419
CASE FOR ANALYSIS: DOES THIS MILKSHAKE TASTE FUNNY? 421
CHAPTER 9 WORKSHOP: THE POWER OF ETHICS 423
CHAPTER 10: ORGANIZATIONAL INNOVATION 428
PURPOSE OF THIS CHAPTER, 430 THE STRATEGIC ROLE OF CHANGE 430
INNOVATE OR PERISH, 430 * STRATEGIC TYPES OF CHANGE, 432 IN PRACTICE:
WASHINGTON, D.C. METROPOLITAN POLICE 433 ELEMENTS FOR SUCCESSFUL CHANGE
434
TECHNOLOGY CHANGE 436
HOW DO YOU FIT THE DESIGN? ARE YOU INNOVATIVE? 437
THE AMBIDEXTROUS APPROACH, 438 * TECHNIQUES FOR ENCOURAGING TECHNOLOGY
CHANGE, 439 BOOKMARK 10.0: LITTLE BETS: HOW BREAKTHROUGH IDEAS EMERGE
FROM SMALL DISCOVERIES 441
NEW PRODUCTS AND SERVICES 443
NEW PRODUCT SUCCESS RATE, 443 * REASONS FOR NEW PRODUCT SUCCESS, 444 *
HORIZONTAL COORDINATION MODEL, 445 IN PRACTICE: CORNING, INC. 446
ACHIEVING COMPETITIVE ADVANTAGE: THE NEED FOR SPEED, 448 STRATEGY AND
STRUCTURE CHANGE 449
THE DUAL-CORE APPROACH, 450 * ORGANIZATION DESIGN FOR IMPLEMENTING
MANAGEMENT CHANGE, 450 IN PRACTICE: GLAXOSMITHKLINE 452
CULTURE CHANGE 452
FORCES FOR CULTURE CHANGE, 453 * ORGANIZATION DEVELOPMENT CULTURE CHANGE
INTERVENTIONS, 454 STRATEGIES FOR IMPLEMENTING CHANGE 455
LEADERSHIP FOR CHANGE, 455 * BARRIERS TO CHANGE, 457 * TECHNIQUES FOR
IMPLEMENTATION, 457 * TECHNIQUES FOR OVERCOMING RESISTANCE, 458 DESIGN
ESSENTIALS 460
CHAPTER 10 WORKBOOK: INNOVATION CLIMATE 462 CASE FOR ANALYSIS: SHOE
CORPORATION OF ILLINOIS 463 CASE FOR ANALYSIS: SOUTHERN DISCOMFORT 467
INTEGRATIVE CASE 7.0: CUSTOM CHIP, INC. 475
INTEGRATIVE CASE 8.0: LEAN INITIATIVES AND GROWTH AT ORLANDO METERING
COMPANY * 482
INTEGRATIVE CASE 9.0: CISCO SYSTEMS: EVOLUTION OF STRUCTURE 492
PART 5 INTERNAL FACTORS AND DESIGN 495
CHAPTER 11: INFORMATION AND CONTROL PROCESSES 496
PURPOSE OF THIS CHAPTER, 498 INFORMATION TECHNOLOGY EVOLUTION 498
INFORMATION FOR DECISION MAKING AND CONTROL 500 ORGANIZATIONAL
DECISION-MAKING SYSTEMS, 501
IN PRACTICE: DEUTSCHE LUFTHANSA AG AND FRAPORT AG 501
FEEDBACK CONTROL MODEL, 502 HOW DO YOU FIT THE DESIGN? IS GOAL-SETTING
YOUR STYLE? 503
MANAGEMENT CONTROL SYSTEMS, 504
THE LEVEL AND FOCUS OF CONTROL SYSTEMS 507 ORGANIZATION LEVEL: THE
BALANCED SCORECARD, 508 * DEPARTMENT LEVEL: BEHAVIOR VERSUS OUTCOME
CONTROL, 511 IN PRACTICE: BEST BUY 511
BOOKMARK 11.0: THE CHECKLIST MANIFESTO: HOW TO GET THINGS RIGHT 513
STRATEGIC APPROACH I: STRENGTHENING EMPLOYEE COORDINATION AND EFFICIENCY
513
INTRANETS, 514 * KNOWLEDGE MANAGEMENT, 514 * SOCIAL NETWORKING, 516 IN
PRACTICE: COGNIZANT 517
ENTERPRISE RESOURCE PLANNING, 517 STRATEGIC APPROACH II: STRENGTHENING
COORDINATION WITH EXTERNAL PARTNERS 518
THE INTEGRATED ENTERPRISE, 519 IN PRACTICE: CORRUGATED SUPPLIES 520
CUSTOMER RELATIONSHIPS, 521
E-BUSINESS ORGANIZATION DESIGN 522
SEPARATE BUSINESS, 522 * IN-HOUSE DIVISION, 523 * INTEGRATED DESIGN, 524
IN PRACTICE: THE ATLANTIC 524
IT IMPACT ON ORGANIZATION DESIGN 525
DESIGN ESSENTIALS 527
IMAGE 6
XII
CONTENTS
CHAPTER 11 WORKBOOK: BALANCED SCORECARD EXERCISE 529 CASE FOR ANALYSIS:
CENTURY MEDICAL 5 31
CASE FOR ANALYSIS: IS ANYBODY LISTENING? 532
CHAPTER 12: ORGANIZATION SIZE AND
LIFE CYCLE 536
PURPOSE OF THIS CHAPTER, 538 ORGANIZATION SIZE: IS BIGGER BETTER? 538
PRESSURES FOR GROWTH, 538 BOOKMARK 12.0: SMALL GIANTS: COMPANIES THAT
CHOOSE TO BE GREAT INSTEAD OF BIG 539
DILEMMAS OF LARGE SIZE, 540 HOW DO YOU FIT THE DESIGN? WHAT SIZE
ORGANIZATION FOR YOU? 542
IN PRACTICE: W. L. GORE & ASSOCIATES 544
ORGANIZATIONAL LIFE CYCLE 545
STAGES OF LIFE CYCLE DEVELOPMENT, 545 IN PRACTICE: FACEBOOK 548
ORGANIZATIONAL CHARACTERISTICS DURING THE LIFE CYCLE, 549 ORGANIZATIONAL
SIZE, BUREAUCRACY, AND CONTROL 550 WHAT IS BUREAUCRACY?, 551 IN
PRACTICE: UNITED PARCEL SERVICE (UPS) 552
SIZE AND STRUCTURAL CONTROL, 553 BUREAUCRACY IN A CHANGING WORLD 554
ORGANIZING TEMPORARY SYSTEMS, 555 IN PRACTICE: SALVATION ARMY 556
OTHER APPROACHES TO BUSTING BUREAUCRACY, 557 BUREAUCRACY VERSUS OTHER
FORMS OF CONTROL 558 BUREAUCRATIC CONTROL, 558 IN PRACTICE: SHIZUGAWA
ELEMENTARY SCHOOL EVACUATION CENTER AND TOYOTA MOTORS 560
MARKET CONTROL, 560
CLAN CONTROL, 561 ORGANIZATIONAL DECLINE AND DOWNSIZING 562 DEFINITION
AND CAUSES, 563 IN PRACTICE: BORDERS GROUP INC. 564
A MODEL OF DECLINE STAGES, 564 DOWNSIZING IMPLEMENTATION, 566 DESIGN
ESSENTIALS 568
CHAPTER 12 WORKBOOK: CONTROL MECHANISMS 570 CASE FOR ANALYSIS: SUNFLOWER
INCORPORATED 570 CHAPTER 12 WORKSHOP: WINDSOCK INC. 572
CHAPTER 13: WORKPLACE TECHNOLOGY AND DESIGN 578
PURPOSE OF THIS CHAPTER, 581 CORE ORGANIZATION MANUFACTURING TECHNOLOGY
582
MANUFACTURING FIRMS, 582 * STRATEGY, TECHNOLOGY, AND PERFORMANCE, 584
CONTEMPORARY APPLICATIONS 585
BOOKMARK 13.0: INVITING DISASTER: LESSONS FROM THE EDGE OF TECHNOLOGY
586
THE DIGITAL FACTORY, 587 * LEAN MANUFACTURING, 588 IN PRACTICE: SEALY
589
PERFORMANCE AND STRUCTURAL IMPLICATIONS, 590 CORE ORGANIZATION SERVICE
TECHNOLOGY 592 SERVICE FIRMS, 592 HOW DO YOU FIT THE DESIGN?
MANUFACTURING VERSUS
SERVICE 595
IN PRACTICE: SEATTLE CHILDREN S HOSPITAL 596
DESIGNING THE SERVICE ORGANIZATION, 596
IN PRACTICE: HOME DEPOT INC. 597
NON-CORE DEPARTMENTAL TECHNOLOGY 598
VARIETY, 599 * ANALYZABILITY, 599 * FRAMEWORK, 599 DEPARTMENT DESIGN 601
WORKFLOW INTERDEPENDENCE AMONG DEPARTMENTS 603 TYPES, 604 IN PRACTICE:
SOUTHWEST AIRLINES 606
STRUCTURAL PRIORITY, 607 * STRUCTURAL IMPLICATIONS, 608
IN PRACTICE: ATHLETIC TEAMS 609
IMPACT OF TECHNOLOGY ON JOB DESIGN 610
JOB DESIGN, 610 * SOCIOTECHNICAL SYSTEMS, 611 DESIGN ESSENTIALS 613
CHAPTER 13 WORKBOOK: BISTRO TECHNOLOGY 614
CASE FOR ANALYSIS: ACETATE DEPARTMENT 616
INTEGRATIVE CASE 10.0: FIRST UNION: AN OFFICE WITHOUT WALLS 625
INTEGRATIVE CASE 11.0: COSTCO: JOIN THE CLUB 629 INTEGRATIVE CASE 12.0:
HARTLAND MEMORIAL HOSPITAL (A): AN INBOX EXERCISE 633
GLOSSARY
NAME INDEX
643 CORPORATE NAME INDEX 654 SUBJECT INDEX
666 670
|
| any_adam_object | 1 |
| author | Daft, Richard L. 1941- |
| author_GND | (DE-588)134277511 |
| author_facet | Daft, Richard L. 1941- |
| author_role | aut |
| author_sort | Daft, Richard L. 1941- |
| author_variant | r l d rl rld |
| building | Verbundindex |
| bvnumber | BV040330086 |
| classification_rvk | QP 340 |
| ctrlnum | (OCoLC)802744153 (DE-599)BSZ364926147 |
| discipline | Wirtschaftswissenschaften |
| edition | 11. ed., internat. ed. |
| format | Book |
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| id | DE-604.BV040330086 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T00:21:49Z |
| institution | BVB |
| isbn | 9781111826628 1111826625 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-025184526 |
| oclc_num | 802744153 |
| open_access_boolean | |
| owner | DE-898 DE-BY-UBR DE-19 DE-BY-UBM |
| owner_facet | DE-898 DE-BY-UBR DE-19 DE-BY-UBM |
| physical | XVIII, 677 S. Ill., graph. Darst. |
| publishDate | 2013 |
| publishDateSearch | 2013 |
| publishDateSort | 2013 |
| publisher | South-Western Cengage Learning |
| record_format | marc |
| spelling | Daft, Richard L. 1941- Verfasser (DE-588)134277511 aut Understanding the theory and design of organizations Richard L. Daft 11. ed., internat. ed. Mason, Ohio South-Western Cengage Learning 2013 XVIII, 677 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Europ. student ed. u.d.T.: Daft, Richard: Organization theory and design Organisation (DE-588)4043774-7 gnd rswk-swf Organisationstheorie (DE-588)4121434-1 gnd rswk-swf Organisationsgestaltung (DE-588)4115462-9 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Unternehmen (DE-588)4061963-1 s Organisationsgestaltung (DE-588)4115462-9 s Organisationstheorie (DE-588)4121434-1 s DE-604 Organisation (DE-588)4043774-7 s 1\p DE-604 SWB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025184526&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Daft, Richard L. 1941- Understanding the theory and design of organizations Organisation (DE-588)4043774-7 gnd Organisationstheorie (DE-588)4121434-1 gnd Organisationsgestaltung (DE-588)4115462-9 gnd Unternehmen (DE-588)4061963-1 gnd |
| subject_GND | (DE-588)4043774-7 (DE-588)4121434-1 (DE-588)4115462-9 (DE-588)4061963-1 |
| title | Understanding the theory and design of organizations |
| title_auth | Understanding the theory and design of organizations |
| title_exact_search | Understanding the theory and design of organizations |
| title_full | Understanding the theory and design of organizations Richard L. Daft |
| title_fullStr | Understanding the theory and design of organizations Richard L. Daft |
| title_full_unstemmed | Understanding the theory and design of organizations Richard L. Daft |
| title_short | Understanding the theory and design of organizations |
| title_sort | understanding the theory and design of organizations |
| topic | Organisation (DE-588)4043774-7 gnd Organisationstheorie (DE-588)4121434-1 gnd Organisationsgestaltung (DE-588)4115462-9 gnd Unternehmen (DE-588)4061963-1 gnd |
| topic_facet | Organisation Organisationstheorie Organisationsgestaltung Unternehmen |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025184526&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT daftrichardl understandingthetheoryanddesignoforganizations |