作品目录

Preface xipart oneIntroduction to Organizationschapter oneOrganizations and OrganizationTheoryA Look Inside International Business MachinesCorporationOrganization Theory in ActionTopics 6Current ChallengesBook Mark l.O: Sacred Cows Make the BestBurgers: Paradigm-Busting Strategies forDeveloping Change-Ready People andOrganizationsPurpose ofThis ChapterWhat Is an Organization?DefinitionImportance of OrganizationsOrganizations as SystemsOpen SystemsChaos TheoryOrganizational SubsystemsDimensions of Organization DesignStructural DimensionsContextual DimensionsIn Practice l.l: W.L. Gore & AssociatesWhat Is Organization Theory?HistoryThe Postmodern Organization ParadigmContingencyThe New Paradigm Chrysler's New CastlePlantMultiple Perspectives of Organization TheoryRational-Contingency PerspectiveRadical-Marxism PerspectiveTransaction-Cost Economics PerspectiveWhat Organization Theory Can DoInPractice 2.2: XeroxFramework for the BookLevels of AnalysisPlan of the BookPlan of Each ChapterSummary and InterpretationChapter One Workbook Measuring Dimensionsof OrganizationsCase for Analysis' S-S Technologies Inc. (A)-IntroductionCase for Analysis: S-S Technologies Inc. (D)--Organizational Designpart twoThe Open Systemchapter twoStrategic Management andOrganizational EffectivenessA Look Inside Marmot MountainTop Management Strategic DirectionOrganizational GoalsMissionOperative GoalsPurposes of GoalsBook Mark 2.0: What America Does Right:Learning from Companies That Put PeopleFirstSummaryOrganizational StrategiesPorter's Competitive StrategiesIn Practice 2.1: DeltaAirlinesStrategies for Organizational ExcellenceThe New Paradigm: SpringfieldRemanufacturing CorporationOrganizational EffectivenessTraditional Effectiveness ApproachesGoal ApproachIn Practice 2.2: Granite Rock Company 6.1System Resource ApproachInternal Process ApproachContemporary Effectiveness ApproachesStakeholder ApproachIn Practice 2.3: SafewayInc. 5Competing Values ApproachIn Practice 2.4: Ford Motor CompanySummary and InterpretationChapter Two Workbook: Identifying CompanyGoals and StrategiesCase for Analysis: The University ArtbMuseumCase for Analysis: Quality CircleConsequenceChapter Two Workshop: Competing Values andOrganizational EffectivenesschapterthreeThe External EnvironmentA Look Inside AT&TThe Environmental DomainTask EnvironmentGeneral EnvironmentInternational ContextIn Practice 3.1: General ElectricEnvironmental UncertaintySimple-Complex DimensionStable-Unstable DimensionFrameworkAdapting to Environmental UncertaintyPositions and DepartmentsBook Mark 3.0: Hypercompetition: Managingthe Dynamics of Strategic ManeuveringBuffering and Boundary SpanningIn Practice 3.2: Characters, Inc.Differentiation and IntegrationOrganic Versus Mechanistic ManagementProcessesThe New Paradigm Arizona Public ServiceCompanyInstitutional ImitationPlanning and ForecastingFramework for Organizational Responses toUncertaintyResource DependenceControlling Environmental ResourcesEstablishing Interorganizational LinkagesIn Practice 3.3: ToshibaControlling the Environmental DomainOrganization-Environment Integrative FrameworkSummary and InterpretationChapter Three Workbook Organizations YouRely OnCaseforAnalysis: The Paradoxical Twins: Acmeand Omega ElectronicsChapter Three Workshop: The ExternalEnvironmentpart threeOrganization Structure andDesignchapter fourManufacturing, Service andAdvanced InformationTechnologiesA Look Inside French RagsOrganization-Level TechnologyManufacturing FirmsBook Mark 4.0: Lean Thinking: Banish Wasteand Create Wealth in Your CorporationIn Practice 4.1: Northeast Utilities and BostonEdison CompanyComputer-IntegratedManufacturingService FirmsThe New Paradigm: Progressive CorpvDepartmental TechnologyVarietyAnalyzabilityFrameworkDepartment DesignIn Practice 4.2: "M*A*S*H" versus "E.R'Workflow Interdependence AmongDepartmentsTypesStructural PriorityStructural ImplicationsIn Practice 4.3: Athletic TeamsAdvanced Information TechnologyManagement ImplicationsOrganization DesignIn Practice 4.4: Taco BellWorkplace Cultureimpact of Technology on Job DesignJob DesignSociotechnical SystemsSummary and InterpretauonChapter Four Workbook Bistro TechnologyCase for Analysis' Acetate DepartmentchapterfiveOrganization Size, Life Cycle andDedineA Look Inside Matsushita ElectricOrganization Size: Is Bigger Better?Pressures for GrowthLarge Versus SmallOrganization Size and BureaucracyWhat Is Bureaucracy?The New Paradigm: Carrier CorporationBases ofAuthoritySize and Structural CharacteristicsFormalizationDecentralizationComplexityIn Practice 5.2; United Parcel ServicePersonnel RatiosBureaucracy in a Changing WorldOrganizational Life CycleStages of Life Cycle DevelopmentBook Mark 5.0: The Self-DefeatingOrganization: How Smart Companies Can StopOutsmarting ThemselvesIn Practice 5.2' Mothers Against DrunkDrivingOrganizational Characteristics During the LifeCycleOrganizational Decline and DownsizingDefinition and CausesA Model of Decline StagesIn Practice 5.3: Mudge, Rose, GuthrieAlexander & FerdonDownsizing ImplementationSummary and InterpretationChapterFive Workbook Life Cycle ofOrganizationsCaseforAnalysis: Mason & Lynch (A)Case for Analysis: Mason & Lynch (B)ChapterFive Workshop: WlNDSOCK, INCchapter sixPundamentals of OrganizationStructureA Look Inside Zeneca Agricultural Products 201Structure and StrategyInformation-Processing Perspective onStructureVertical Information LinkagesHorizontal Information LinkagesIn Practice 6.1: General MillsIn Practice 6.2 Hewlett-Packard TerminalsDivisionOrganization Design AlternativesDefine Work ActivitiesReporting RelationshipsDepartmental Grouping OptionsFunctional, Divisional, and GeographicalDesignsFunctional StructureIn Practice 6.3: Blue Bell Creameries, Inc.Functional Structure with Horizontal LinkagesIn Practice 6.4: Karolinska HospitalDivisional StructureGeographical StructureHybrid StructureCharacteristicsIn Practice 6.5: Sun Petroleum ProductsCompanyStrengths and WeaknessesMatrix StructureConditions for the Matrixy Matrix Rolesengths and WeaknessesIn Practice 6.6: Pittsburgh Steel CompanySymptoms of Structural DeficiencySummary and InterpretationChapter Six Workbook: You and OrganizationStructureCase for Analysis: C & C Grocery Stores, IncCase for Analysis Aquarius AdvertisingAgencychapter sevenContemporary Designs for GlobalCompetitionA Look Inside Ryder Systems, IncGlobal Forces at WorkThe New Paradigm: Ciba-Geigy Canada, Ltd249New Designs for Domestic AdvantageThe Horizontal CorporationIn Practice 7.1; MacMillan BloedelReengineeringBook Mark 7.0: Jumping the Curve: Innovationand Strategic Choice in an Age of Transition255Dynamic Network DesignIn Practice 7.2: TopsyTail, Inc.Organizational Designs for Global Advantage258Stages of International DevelopmentInternational Strategic AlliancesGlobal Work TeamsInternational Strategy and Organization DesignFitModel for Global Versus Local OpportunitiesInternational DivisionStructural Designs for Global OperationsGlobal Product Division StructureGlobal Geographic Division StructureIn Practice 7.3: Dow ChemicalGlobal Matrix StructureIn Practice 7.4: Asea Brown Boveri (ABB)266Transnational ModelSummary and InterpretationChapter Seven Workbook: Team PrinciplesCaseforAnalysis: The London Free Press (Bl)-Strategic ChangeCaseforAnalysis: The London Free Press (B2)-Strategic ChangeCasefor Analysis: Saint-Gobain-Pont-a-MoussonChapterSeven Workshop: The Poster Companypart fourOrganization DesignProcesschaptereightInnovation and ChangeA Look Inside 3MInnovate or Perish:The Strategic Role ofChangeIncremental Versus Radical ChangeStrategicTypes of ChangeElements for Successful ChangeIn Practice 8.1 Rolls-Royce Motor CompanyTechnology ChangeThe Ambidextrous ApproachTechniques for EncouragingTechnology ChangeIn Practice 8.2: Hewlett-PackardNew Products and ServicesNew Product Success RateReasons for New Product SuccessHorizontal Linkage ModelIn Practice 8.3: IBM PC CompanyAchieving Competitive Advantage with ProductInnovationStrategy and Structure ChangeThe Dual-Core ApproachIn Practice 8.4: Autodesk, Inc.People and Culture ChangeReengineering and Horizontal OrganizationTotal Quality ManagementOrganizational DevelopmentOD Culture Change InterventionsThe New Paradigm: U.S. AgricultureDepartment's Animal and Plant HealthInspection ServiceStrategies for Implementing ChangeLeadership for ChangeBarriers to ChangeBook Mark 8.0: Real Change Leaders: HowYouCan Create Growth and High Performance atYour CompanyTechniques for ImplementationSummary and InterpretationChapter Eight Workbook: Innovation Climate316Case forAnalysis. The Bay Kitchenerchapter nineInformation Technology andOrganizational ControlA Look Inside KPMG Peat MarwickInformation RequirementsInformation Amount and RichnessInformation Technology and the OrganizationNew Organization Structures and InfonnationTechnologyIn Practice 9.1: Nu-Skin InternationalInfonnation Technology EvolutionA Model for Designing Information SupportSystemsThe New Paradigm: Information on Demand-The IntranetIn Practice 9.2' Ingersoll Milling Machine CoStrategic Advantage of Information TechnologyLow-Cost LeadershipDifferentiationIn Practice 9.3' Schneider NationalStrategic ControlMajor Control ApproachesMarket ControlIn Practice 9.4: Imperial Oil LimitedBureaucratic ControlIn Practice 9.5: Cypress SemiconductorCorporationClan ControlIn Practice 9.6: Metallic, Inc.Contingency Control ModelSupervisory Control StrategiesBalancing Empowerment and ControlBook Mark 9.0: Levers of Control: HowManagers Use Innovative Control Systems toDrive Strategic RenewalSummary and InterpretationChapter Nine Workbook Control Mechanisms360Case for Analysis Sunflower Incorporatedchapter tenOrganizational Culture and EthicalValuesA Look Inside Southwest AirlinesOrganizational CultureWhat Is Culture?Emergence and Purpose of CultureInterpreting CultureCulture Strength and AdaptationBook Mark lO.O: Built to Last: Successful Habitsof Visionary CompaniesIn Practice lO.l: Rhone-Poulenc, IncCreating the CultureStrategy and CultureThe Adaptability/Entrepreneurial CultureThe Mission CultureThe Clan CultureThe Bureaucratic CultureEthical Values in OrganizationsSources of Ethical Values in OrganizationsPersonal EthicsOrganizational CultureOrganizational SystemsExternal StakeholdersThe New Paradigm: Starbucks CoffeeHow Leaders Shape Culture and EthicsValue Based LeadershipIn Practice 10.2: Herman MillerFormal Structure and SystemsIn Practice 10.3: Texas InstrumentsSummary and InterpretationChapter Ten Workbook: Shop 'til You Drop:Corporate Culture in the Retail WorldCaseforAnalysis: Dinner for Four (A)Case for Analysis: Dinner for Four (B)Case for Analysis: Implementing StrategicChangeChapter Ten Workshop: The Power ofEthicspart fiveManaging Dynamic Processeschapter elevenDedsion-Making ProcessesA Look Inside Intel CorporationDefinitionsIndividual Decision MakingRational ApproachIn Practice ll.l: Alberta ManufacturingBounded Rationality PerspectiveBook Mark ll.O: The DynamicDecisionmakerIn Practice 22.2; Paramount PicturesCorporationOrganizational Decision MakingManagement Science ApproachIn Practice 22.3; Urgences SanteCarnegie ModelIn Practice 22.4; Greyhound Lines, IncIncremental Decision Process ModelIn Practice 22.5; Gillette CompanyIntegrating the Incremental Process and CarnegieModelsGarbage Can ModelIn Practice 22.6; CasablancaContingency Decision-Making Framework424Goal ConsensusTechnical KnowledgeContingency FrameworkSpecial Decision CircumstancesHigh-Velocity EnvironmentsDecision Mistakes and LearningEscalating CommitmentSummary and InterpretationChapter Eleven Workbook DecisionStylesCase for Analysis: Equal EmploymentReactionCase for Analysls: The Dilemma ofAliesha StateCollege: Competence Versus Needchapter twelvePower and PoliticsA Look Inside United States InformationAgencyIndividual Versus Organizational PowerPower Versus AuthorityVertical PowerPower Sources for Top ManagementIn Practice 22.2; Time WarnerPower Sources for Middle ManagersPower Sources for Lower-Level ParticipantsThe Trend Toward EmpowermentReasons for EmpowermentIn Practice 72.2; Chrysler CorporationElements of EmpowermentThe New Paradigm: Reflexite CorporationEmpowerment ApplicationsThe Empowerment ProcessHorizontal PowerBook Mark 12.0; The Age of Participation:New Governance for the Workplace and theWorldStrategic ContingenciesPower SourcesIn Practice 22.3; University of lllinoisIn Practice 22.4; Crystal ManufacturingPolitical Processes in OrganizationsDefinitionRational Choice Versus Political BehaviorIn Practice 22.5; Britt Technologies, IncDomains of Political ActivityProcess FrameworkUsing Power and Political InfluenceTactics for Increasing the Power BasePolitical Tactics for Using PowerIn Practice 12.6; Halifax BusinessMachinesSummary and InterpretationChapter Twelve Workbook: Power of Lower-Level ParticipantsCase for Analysis: Dual Lines ofAuthorityCase for Analysis- Pierre Duxchapter thirteenInterdepartmental Relations andConflictA Look Inside Techno ProjeclWhat Is Intergroup Conflict?Horizontal ConflictVertical ConflictThe Nature of Intergroup ConflictIn Practice 13.1: PATCOTypes of ChangesModel of Intergroup ConflictInterdepartmental ConflictContextual and Organizational Factorstn Practice 73.2: LantechAttributes of Interdepartmental RelationshipsThe New Paradigm GE Plastics/Borg-WarnerIn Practice 13.3: The Triad ProjectThe Cooperative Model of OrganizationBook Mark 13.0: The We-Force in Management:How to Build and Sustain CooperationIn Practice 13.4: Fastbuck, IncorporatedBenefits from CooperationIn Practice 13.5: General ElectricLosses from ConflictTechniques for Managing Conflict AmongGroupsIn Practice 13.6: Canadian-AtlanticVertical ConflictSources of Worker-Management Conflict505Resolution ofWorker-Management Conflict507Collective BargainingCooperative ApproachesIn Practice 13.7: SSl Services, IncSummary and InterpretationChapter Thirteen Workbook: How Do YouHandle Conflict?Case for Analysis: Cherie Cosmetics LimitedElegante Divi? onpart sixStrategy and Structure for theFuturechapter fourteenInterorganizational RelationshipsA Look Inside Chrysler CorporationOrganizational EcosystemsIs Competition Dead?The Changing Role of ManagementBook Mark 14.0: The BoundarylessOrganization: Breaking the Chains ofOrganizational StructureInterorganizational FrameworkResource DependenceResource StrategiesPower StrategiesCollaborative NetworksInternational OriginsIn Practice 14.l: MitsubishiFrom Adversaries to PartnersIn Practice 14.2 Empire Equipment CompanyThe New Paradigm: VolkswagenPopulation EcologyOrganizational Form and NicheProcess of ChangeStrategies for SurvivalIn Practice 14.3: Sun Microsystems, IncInstitutionalismInstitutional IsomorphismSummary and InterpretationChapter Fourteen Workbook ManagementFadsCase for Analysis. Hugh Russel Inc.Chapter Fourteen Workshop' Ugli Orange Casechapter fifteenToward the Learning OrganizationALook Inside Kalahari BushmenOrganizational Design ConfigurationsStrategy Formulation and ImplementationOrganizational Form and DesignThe Effective OrganizationThe Learning OrganizationWhy Create Learning Capability?Mindful LeadershipEmpowered EmployeesEmergent StrategyStrong CultureShared InformationHorizontal StructureBook Mark 75.0; Open-Book Management:The Coming Business RevolutionIn Practice 15.1: Chaparral SteelOrganizational Transformation and Leadership571Corporate TransformationIn Practice 15.2: Navistar InternationalCorporationTransformational LeadershipIn Practice 75.3: Corsair CommunicationsInc.The Impact ofTop-Management.Teams andTurnoverTop-Management TeamsSuccession and AdaptationSuccession and PerformanceSummary and InterpretationChapter Fifteen Workbook: Creating a LearningOrganizationCase for Analysis: W. L. Gore & Associates,Inc.Integrative Casesl.O Victoria Heavy Equipment LimitedetonManufacturing (A)eton Manufacturing (B)Corporation of lllinoisr Enterprisesnal Bank of San Franciscoudubon Zoo, 1993ood Terminal (A)oodTerminal (B)xName IndexSubject Index