Additional Information
Book Details
Abstract
For undergraduate and graduate courses in Organization Theory, Organizational Design, and Organizational Change/Development.
Business is changing at break-neck speed so managers must be increasingly active in reorganizing their firms to gain a competitive edge.
Organizational Theory, Design, and Change continues to provide students with the most up-to-date and contemporary treatment of the way managers attempt to increase organizational effectiveness. By making organizational change the centerpiece in a discussion of organizational theory and design, this text stands apart from other books on the market.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Contents | 7 | ||
| Preface | 17 | ||
| Part 1 The Organization and Its Environment\r | 23 | ||
| Chapter 1 Organizations and Organizational Effectiveness | 23 | ||
| What Is an Organization? | 23 | ||
| How Does an Organization Create Value? | 25 | ||
| Why Do Organizations Exist? | 27 | ||
| To Increase Specialization and the Division of Labor | 27 | ||
| To Use Large-Scale Technology\r\n | 28 | ||
| To Manage the Organizational Environment\r\n | 28 | ||
| To Economize on Transaction Costs\r\n | 28 | ||
| To Exert Power and Control\r\n | 29 | ||
| Organizational Theory, Design, and Change\r\n | 30 | ||
| Organizational Structure\r\n | 30 | ||
| Organizational Culture\r\n | 31 | ||
| Organizational Design and Change\r\n | 31 | ||
| The Importance of Organizational Design and Change\r\n | 33 | ||
| Dealing with Contingencies\r\n | 33 | ||
| Gaining Competitive Advantage\r\n | 34 | ||
| Managing Diversity\r\n | 36 | ||
| The Consequences of Poor Organizational Design\r\n | 36 | ||
| How Do Managers Measure Organizational Effectiveness?\r\n | 38 | ||
| The External Resource Approach: Control\r\n | 39 | ||
| The Internal Systems Approach: Innovation\r\n | 39 | ||
| The Technical Approach: Efficiency\r\n | 40 | ||
| Measuring Effectiveness: Organizational Goals\r\n | 41 | ||
| The Plan of This Book\r\n | 42 | ||
| Organizational Design\r\n | 44 | ||
| Organizational Change\r\n | 44 | ||
| Summary\r\n | 45 | ||
| Discussion Questions\r\n | 45 | ||
| Organizational Theory in Action: Practicing Organizational Theory\r\n | 46 | ||
| Open Systems Dynamics\r\n | 46 | ||
| The Ethical Dimension | 46 | ||
| Making the Connection | 46 | ||
| Analyzing the Organization: Design Module | 46 | ||
| Assignment\r\n | 47 | ||
| Chapter 2 Stakeholders, Managers, and Ethics | 50 | ||
| Organizational Stakeholders\r\n | 50 | ||
| Inside Stakeholders\r\n | 50 | ||
| Outside Stakeholders\r\n | 52 | ||
| Organizational Effectiveness: Satisfying Stakeholders' Goals and Interests\r\n | 56 | ||
| Competing Goals\r\n | 57 | ||
| Allocating Rewards\r\n | 58 | ||
| Top Managers and Organizational Authority\r\n | 59 | ||
| The Chief Executive Officer\r\n | 61 | ||
| The Top-Management Team\r\n | 62 | ||
| Other Managers\r\n | 63 | ||
| An Agency Theory Perspective\r\n | 63 | ||
| The Moral Hazard Problem\r\n | 63 | ||
| Solving the Agency Problem\r\n | 64 | ||
| Top Managers and Organizational Ethics\r\n | 65 | ||
| Ethics and the Law\r\n | 66 | ||
| Ethics and Organizational Stakeholders\r\n | 67 | ||
| Sources of Organizational Ethics\r\n | 69 | ||
| Why Do Ethical Rules Develop?\r\n | 71 | ||
| Why Does Unethical Behavior Occur?\r\n | 73 | ||
| Creating an Ethical Organization\r\n | 74 | ||
| Designing an Ethical Structure and Control System\r\n | 75 | ||
| Creating an Ethical Culture\r\n | 75 | ||
| Supporting the Interests of Stakeholder Groups\r\n | 75 | ||
| Summary\r\n | 76 | ||
| Discussion Questions\r\n | 77 | ||
| Organizational Theory in Action: Practicing Organizational Theory\r\n | 77 | ||
| Creating a Code of Ethics\r\n | 77 | ||
| The Ethical Dimension | 77 | ||
| Making the Connection | 77 | ||
| Analyzing the Organization: Design Module | 77 | ||
| Assignment\r\n | 77 | ||
| Chapter 3 Organizing in a Changing Global Environment | 81 | ||
| What Is the Organizational Environment?\r\n | 81 | ||
| The Specific Environment\r\n | 83 | ||
| The General Environment\r\n | 85 | ||
| Sources of Uncertainty in the Organizational Environment\r\n | 87 | ||
| Resource Dependence Theory\r\n | 91 | ||
| Interorganizational Strategies for Managing Resource Dependencies\r\n | 92 | ||
| Strategies for Managing Symbiotic Resource Interdependencies\r\n | 93 | ||
| Developing a Good Reputation\r\n | 93 | ||
| Cooptation\r\n | 94 | ||
| Strategic Alliances\r\n | 94 | ||
| Joint Venture\r\n | 97 | ||
| Merger and Takeover\r\n | 98 | ||
| Strategies for Managing Competitive Resource Interdependencies\r\n | 98 | ||
| Collusion and Cartels\r\n | 99 | ||
| Third-Party Linkage Mechanisms\r\n | 100 | ||
| Strategic Alliances\r\n | 100 | ||
| Merger and Takeover\r\n | 100 | ||
| Transaction Cost Theory\r\n | 101 | ||
| Sources of Transaction Costs\r\n | 102 | ||
| Transaction Costs and Linkage Mechanisms\r\n | 103 | ||
| Bureaucratic Costs\r\n | 104 | ||
| Using Transaction Cost Theory to Choose an Interorganizational Strategy\r\n | 104 | ||
| Summary\r\n | 108 | ||
| Discussion Questions\r\n | 109 | ||
| Organizational Theory in Action: Practicing Organizational Theory\r\n | 109 | ||
| Protecting Your Domain\r\n | 109 | ||
| The Ethical Dimension | 109 | ||
| Making the Connection | 110 | ||
| Analyzing the Organization: Design Module | 110 | ||
| Assignment\r\n | 110 | ||
| Part 2 Organizational Design\r | 114 | ||
| Chapter 4 Basic Challenges of Organizational Design | 114 | ||
| Differentiation\r\n | 114 | ||
| Organizational Roles\r\n | 116 | ||
| Subunits: Functions and Divisions\r\n | 117 | ||
| Differentiation at the B.A.R. and Grille\r\n | 118 | ||
| Vertical and Horizontal Differentiation\r\n | 119 | ||
| Organizational Design Challenges\r\n | 119 | ||
| Balancing Differentiation and Integration\r\n | 121 | ||
| Integration and Integrating Mechanisms\r\n | 121 | ||
| Differentiation versus Integration\r\n | 124 | ||
| Balancing Centralization and Decentralization\r\n | 125 | ||
| Centralization versus Decentralization of Authority\r\n | 125 | ||
| Balancing Standardization and Mutual Adjustment\r\n | 128 | ||
| Formalization: Written Rules\r\n | 128 | ||
| Socialization: Understood Norms\r\n | 129 | ||
| Standardization versus Mutual Adjustment\r\n | 130 | ||
| Mechanistic and Organic Organizational Structures\r\n | 131 | ||
| Mechanistic Structures\r\n | 132 | ||
| Organic Structures\r\n | 132 | ||
| The Contingency Approach to Organizational Design\r\n | 134 | ||
| Lawrence and Lorsch on Differentiation, Integration, and the Environment\r\n | 134 | ||
| Burns and Stalker on Organic versus Mechanistic Structures and the Environment\r\n | 137 | ||
| Summary\r\n | 138 | ||
| Discussion Questions\r\n | 139 | ||
| Organizational Theory in Action: Practicing Organizational Theory\r\n | 139 | ||
| Growing Pains\r\n | 139 | ||
| Making the Connection | 139 | ||
| The Ethical Dimension | 139 | ||
| Analyzing the Organization: Design Module | 139 | ||
| Assignment\r\n | 140 | ||
| Chapter 5 Designing Organizational Structure: Authority and Control | 143 | ||
| Authority: How and Why Vertical Differentiation Occurs\r\n | 143 | ||
| The Emergence of the Hierarchy\r\n | 143 | ||
| Size and Height Limitations\r\n | 144 | ||
| Problems with Tall Hierarchies\r\n | 146 | ||
| The Parkinson's Law Problem\r\n | 149 | ||
| The Ideal Number of Hierarchical Levels: The Minimum Chain of Command\r\n | 149 | ||
| Span of Control\r\n | 150 | ||
| Control: Factors Affecting the Shape of the Hierarchy\r\n | 152 | ||
| Horizontal Differentiation\r\n | 152 | ||
| Centralization\r\n | 154 | ||
| Standardization\r\n | 155 | ||
| The Principles of Bureaucracy\r\n | 156 | ||
| The Advantages of Bureaucracy\r\n | 159 | ||
| Management by Objectives\r\n | 161 | ||
| The Influence of the Informal Organization\r\n | 162 | ||
| IT, Empowerment, and Self-Managed Teams\r\n | 163 | ||
| Summary\r\n | 165 | ||
| Discussion Questions\r\n | 165 | ||
| Organizational Theory in Action: Practicing Organizational Theory\r\n | 166 | ||
| How to Design a Hierarchy\r\n | 166 | ||
| The Ethical Dimension | 166 | ||
| Making the Connection | 166 | ||
| Analyzing the Organization: Design Module | 166 | ||
| Assignment | 166 | ||
| Chapter 6 Designing Organizational Structure: Specialization and Coordination | 170 | ||
| Functional Structure\r\n | 170 | ||
| Advantages of a Functional Structure\r\n | 172 | ||
| Control Problems in a Functional Structure\r\n | 172 | ||
| Solving Control Problems in a Functional Structure\r\n | 173 | ||
| From Functional Structure to Divisional Structure\r\n | 174 | ||
| Moving to a Divisional Structure\r\n | 176 | ||
| Divisional Structure I: Three Kinds of Product Structure\r\n | 176 | ||
| Product Division Structure\r\n | 176 | ||
| Multidivisional Structure\r\n | 178 | ||
| Product Team Structure\r\n | 183 | ||
| Divisional Structure II: Geographic Structure\r\n | 185 | ||
| Divisional Structure III: Market Structure\r\n | 186 | ||
| Matrix Structure\r\n | 188 | ||
| Advantages of a Matrix Structure\r\n | 189 | ||
| Disadvantages of a Matrix Structure\r\n | 189 | ||
| The Multidivisional Matrix Structure\r\n | 190 | ||
| Hybrid Structure\r\n | 192 | ||
| Network Structure and the Boundaryless Organization\r\n | 193 | ||
| Advantages of Network Structures\r\n | 193 | ||
| Disadvantages of Network Structures\r\n | 194 | ||
| The Boundaryless Organization\r\n | 194 | ||
| E-Commerce\r\n | 195 | ||
| Summary\r\n | 196 | ||
| Discussion Questions\r\n | 197 | ||
| Organizational Theory in Action: Practicing Organizational Theory\r\n | 197 | ||
| Which New Organizational Structure?\r\n | 197 | ||
| The Ethical Dimension | 197 | ||
| Making the Connection | 197 | ||
| Analyzing the Organization: Design Module | 197 | ||
| Assignment\r\n | 197 | ||
| Chapter 7 Creating and Managing Organizational Culture | 201 | ||
| What Is Organizational Culture?\r\n | 201 | ||
| Differences in Global Values and Norms\r\n | 204 | ||
| How Is an Organization's Culture Transmitted to Its Members?\r\n | 206 | ||
| Socialization and Socialization Tactics\r\n | 206 | ||
| Stories, Ceremonies, and Organizational Language\r\n | 209 | ||
| Where Does Organizational Culture Come From?\r\n | 211 | ||
| Characteristics of People within the Organization\r\n | 211 | ||
| Organizational Ethics\r\n | 213 | ||
| Property Rights\r\n | 215 | ||
| Organizational Structure\r\n | 218 | ||
| Can Organizational Culture Be Managed?\r\n | 219 | ||
| Social Responsibility\r\n | 221 | ||
| Approaches to Social Responsibility\r\n | 221 | ||
| Why Be Socially Responsible?\r\n | 222 | ||
| Summary\r\n | 224 | ||
| Discussion Questions\r\n | 225 | ||
| Organizational Theory in Action: Practicing Organizational Theory\r\n | 225 | ||
| Developing a Service Culture\r\n | 225 | ||
| The Ethical Dimension | 225 | ||
| Making the Connection | 226 | ||
| Analyzing the Organization: Design Module | 226 | ||
| Assignment\r\n | 226 | ||
| Chapter 6 Designing Organizational Structure: Specialization and Coordination | 229 | ||
| Strategy and the Environment\r\n | 229 | ||
| Sources of Core Competences\r\n | 230 | ||
| Global Expansion and Core Competences\r\n | 232 | ||
| Four Levels of Strategy\r\n | 233 | ||
| Functional-Level Strategy\r\n | 235 | ||
| Strategies to Lower Costs or Differentiate Products\r\n | 235 | ||
| Functional-Level Strategy and Structure\r\n | 237 | ||
| Functional-Level Strategy and Culture\r\n | 238 | ||
| Business-Level Strategy\r\n | 239 | ||
| Strategies to Lower Costs or Differentiate Products\r\n | 240 | ||
| Focus Strategy\r\n | 241 | ||
| Business-Level Strategy and Structure\r\n | 241 | ||
| Business-Level Strategy and Culture\r\n | 244 | ||
| Corporate-Level Strategy\r\n | 246 | ||
| Vertical Integration\r\n | 247 | ||
| Related Diversification\r\n | 248 | ||
| Unrelated Diversification\r\n | 248 | ||
| Corporate-Level Strategy and Structure\r\n | 249 | ||
| Corporate-Level Strategy and Culture\r\n | 251 | ||
| Implementing Strategy across Countries\r\n | 252 | ||
| Implementing a Multidomestic Strategy\r\n | 254 | ||
| Implementing International Strategy\r\n | 254 | ||
| Implementing Global Strategy\r\n | 255 | ||
| Implementing Transnational Strategy\r\n | 256 | ||
| Summary\r\n | 257 | ||
| Discussion Questions\r\n | 258 | ||
| Organizational Theory in Action: Practicing Organizational Theory\r\n | 258 | ||
| What Kind of Supermarket?\r\n | 258 | ||
| The Ethical Dimension | 258 | ||
| Making the Connection | 258 | ||
| Analyzing the Organization: Design Module | 259 | ||
| Assignment\r\n | 259 | ||
| Chapter 9 Organizational Design, Competences, and Technology | 262 | ||
| What Is Technology?\r\n | 262 | ||
| Technology and Organizational Effectiveness\r\n | 264 | ||
| Technical Complexity: The Theory of Joan Woodward\r\n | 266 | ||
| Small-Batch and Unit Technology\r\n | 266 | ||
| Large-Batch and Mass Production Technology\r\n | 269 | ||
| Continuous-Process Technology\r\n | 270 | ||
| Technical Complexity and Organizational Structure\r\n | 270 | ||
| The Technological Imperative\r\n | 272 | ||
| Routine Tasks and Complex Tasks: The Theory of Charles Perrow\r\n | 272 | ||
| Task Variability and Task Analyzability\r\n | 273 | ||
| Four Types of Technology\r\n | 274 | ||
| Routine Technology and Organizational Structure\r\n | 275 | ||
| Nonroutine Technology and Organizational Structure\r\n | 277 | ||
| Task Interdependence: The Theory of James D. Thompson\r\n | 277 | ||
| Mediating Technology and Pooled Interdependence\r\n | 278 | ||
| Long-Linked Technology and Sequential Interdependence\r\n | 280 | ||
| Intensive Technology and Reciprocal Interdependence\r\n | 281 | ||
| From Mass Production to Advanced Manufacturing Technology\r\n | 283 | ||
| Advanced Manufacturing Technology: Innovations in Materials Technology\r\n | 285 | ||
| Computer-Aided Design\r\n | 286 | ||
| Computer-Aided Materials Management\r\n | 286 | ||
| Just-in-Time Inventory Systems\r\n | 287 | ||
| Flexible Manufacturing Technology and Computer-Integrated Manufacturing\r\n | 288 | ||
| Summary\r\n | 289 | ||
| Discussion Questions\r\n | 290 | ||
| Organizational Theory in Action: Practicing Organizational Theory\r\n | 290 | ||
| Choosing a Technology\r\n | 290 | ||
| The Ethical Dimension | 291 | ||
| Making the Connection | 291 | ||
| Analyzing the Organization: Design Module | 291 | ||
| Assignment\r\n | 291 | ||
| Part 3 Organizational Change\r\r | 295 | ||
| Chapter 10 Types and Forms of Organizational Change | 295 | ||
| What Is Organizational Change?\r\n | 295 | ||
| Targets of Change\r\n | 296 | ||
| Forces for and Resistance to Organizational Change\r\n | 297 | ||
| Forces for Change\r\n | 297 | ||
| Resistances to Change\r\n | 300 | ||
| Organization-Level Resistance to Change\r\n | 300 | ||
| Group-Level Resistance to Change\r\n | 301 | ||
| Individual-Level Resistance to Change\r\n | 302 | ||
| Lewin's Force-Field Theory of Change\r\n | 302 | ||
| Evolutionary and Revolutionary Change in Organizations\r\n | 303 | ||
| Developments in Evolutionary Change: Sociotechnical Systems Theory\r\n | 303 | ||
| Total Quality Management\r\n | 304 | ||
| Flexible Workers and Flexible Work Teams\r\n | 307 | ||
| Developments in Revolutionary Change: Reengineering\r\n | 307 | ||
| E-Engineering\r\n | 312 | ||
| Restructuring\r\n | 312 | ||
| Innovation\r\n | 313 | ||
| Managing Change: Action Research\r\n | 313 | ||
| Diagnosing the Organization\r\n | 314 | ||
| Determining the Desired Future State\r\n | 314 | ||
| Implementing Action\r\n | 315 | ||
| Evaluating the Action\r\n | 316 | ||
| Institutionalizing Action Research\r\n | 316 | ||
| Organizational Development\r\n | 317 | ||
| OD Techniques to Deal with Resistance to Change\r\n | 317 | ||
| OD Techniques to Promote Change\r\n | 319 | ||
| Summary\r\n | 321 | ||
| Discussion Questions\r\n | 322 | ||
| Organizational Theory in Action: Practicing Organizational Theory\r\n | 322 | ||
| Managing Change\r\n | 322 | ||
| Making the Connection | 323 | ||
| The Ethical Dimension | 323 | ||
| Analyzing the Organization: Design Module | 323 | ||
| Chapter 11 Organizational Transformations: Birth, Growth, Decline, and Death | 327 | ||
| The Organizational Life Cycle\r\n | 327 | ||
| Organizational Birth\r\n | 328 | ||
| Developing a Plan for a New Business\r\n | 329 | ||
| A Population Ecology Model of Organizational Birth\r\n | 331 | ||
| Number of Births\r\n | 332 | ||
| Survival Strategies\r\n | 333 | ||
| The Process of Natural Selection\r\n | 334 | ||
| The Institutional Theory of Organizational Growth\r\n | 336 | ||
| Organizational Isomorphism\r\n | 337 | ||
| Disadvantages of Isomorphism\r\n | 338 | ||
| Greiner's Model of Organizational Growth\r\n | 338 | ||
| Stage 1: Growth through Creativity\r\n | 339 | ||
| Stage 2: Growth through Direction\r\n | 340 | ||
| Stage 3: Growth through Delegation\r\n | 340 | ||
| Stage 4: Growth through Coordination\r\n | 341 | ||
| Stage 5: Growth through Collaboration\r\n | 342 | ||
| Organizational Decline and Death\r\n | 343 | ||
| Effectiveness and Profitability\r\n | 343 | ||
| Organizational Inertia\r\n | 345 | ||
| Changes in the Environment\r\n | 346 | ||
| Weitzel and Jonsson's Model of Organizational Decline\r\n | 347 | ||
| Summary\r\n | 350 | ||
| Discussion Questions\r\n | 351 | ||
| Organizational Theory in Action: Practicing Organizational Theory\r\n | 351 | ||
| Growing Pains\r\n | 351 | ||
| Making the Connection | 351 | ||
| The Ethical Dimension | 351 | ||
| Analyzing the Organization: Design Module | 352 | ||
| Assignment\r\n | 352 | ||
| Chapter 12 Decision Making, Learning, Knowledge Management, and Information Technology | 356 | ||
| Organizational Decision Making\r\n | 356 | ||
| Models of Organizational Decision Making\r\n | 357 | ||
| The Rational Model\r\n | 357 | ||
| The Carnegie Model\r\n | 359 | ||
| The Incrementalist Model\r\n | 361 | ||
| The Unstructured Model\r\n | 361 | ||
| The Garbage-Can Model\r\n | 362 | ||
| The Nature of Organizational Learning\r\n | 364 | ||
| Types of Organizational Learning\r\n | 364 | ||
| Levels of Organizational Learning\r\n | 365 | ||
| Knowledge Management and Information Technology\r\n | 369 | ||
| Factors Affecting Organizational Learning\r\n | 371 | ||
| Organizational Learning and Cognitive Structures\r\n | 372 | ||
| Types of Cognitive Biases\r\n | 372 | ||
| Cognitive Dissonance\r\n | 372 | ||
| Illusion of Control\r\n | 373 | ||
| Frequency and Representativeness\r\n | 373 | ||
| Projection and Ego-Defensiveness\r\n | 374 | ||
| Escalation of Commitment\r\n | 374 | ||
| Improving Decision Making and Learning\r\n | 375 | ||
| Strategies for Organizational Learning\r\n | 375 | ||
| Using Game Theory\r\n | 376 | ||
| Nature of the Top-Management Team\r\n | 378 | ||
| Devil's Advocacy and Dialectical Inquiry\r\n | 379 | ||
| Collateral Organizational Structure\r\n | 380 | ||
| Summary\r\n | 381 | ||
| Discussion Questions\r\n | 382 | ||
| Organizational Theory in Action: Practicing Organizational Theory\r\n | 382 | ||
| Store Learning\r\n | 382 | ||
| Making the Connection | 382 | ||
| The Ethical Dimension | 382 | ||
| Analyzing the Organization: Design Module | 382 | ||
| Assignment\r\n | 383 | ||
| Chapter 13 Innovation, Intrapreneurship, and Creativity | 388 | ||
| Innovation and Technological Change\r\n | 388 | ||
| Two Types of Innovation\r\n | 388 | ||
| Protecting Innovation through Property Rights\r\n | 390 | ||
| Innovation, Intrapreneurship, and Creativity\r\n | 392 | ||
| Entrepreneurship as \"Creative Destruction\r\n | 393 | ||
| Innovation and the Product Life Cycle\r\n | 394 | ||
| Managing the Innovation Process\r\n | 396 | ||
| Project Management\r\n | 396 | ||
| Stage-Gate Development Funnel\r\n | 398 | ||
| Using Cross-Functional Teams and a Product Team Structure\r\n | 399 | ||
| Team Leadership\r\n | 401 | ||
| Skunk Works and New Venture Divisions\r\n | 402 | ||
| Joint Ventures\r\n | 403 | ||
| Creating a Culture for Innovation\r\n | 403 | ||
| Innovation and Information Technology\r\n | 405 | ||
| Innovation and Information Synergies\r\n | 406 | ||
| IT and Organizational Structure and Culture\r\n | 407 | ||
| Summary\r\n | 408 | ||
| Discussion Questions\r\n | 409 | ||
| Organizational Theory in Action: Practicing Organizational Theory\r\n | 409 | ||
| Managing Innovation\r\n | 409 | ||
| The Ethical Dimension | 409 | ||
| Making the Connection | 410 | ||
| Analyzing the Organization: Design Module | 410 | ||
| Chapter 14 Managing Conflict, Power, and Politics | 413 | ||
| What Is Organizational Conflict?\r\n | 413 | ||
| Pondy's Model of Organizational Conflict\r\n | 416 | ||
| Stage 1: Latent Conflict\r\n | 416 | ||
| Stage 2: Perceived Conflict\r\n | 418 | ||
| Stage 3: Felt Conflict\r\n | 419 | ||
| Stage 4: Manifest Conflict\r\n | 419 | ||
| Stage 5: Conflict Aftermath\r\n | 420 | ||
| Managing Conflict: Conflict Resolution Strategies\r\n | 421 | ||
| Acting at the Level of Structure\r\n | 421 | ||
| Acting at the Level of Attitudes and Individuals\r\n | 422 | ||
| What Is Organizational Power?\r\n | 423 | ||
| Sources of Organizational Power\r\n | 424 | ||
| Authority\r\n | 424 | ||
| Control over Resources\r\n | 425 | ||
| Control over Information\r\n | 426 | ||
| Nonsubstitutability\r\n | 426 | ||
| Centrality\r\n | 427 | ||
| Control over Uncertainty\r\n | 428 | ||
| Unobtrusive Power: Controlling the Premises of Decision Making\r\n | 428 | ||
| Using Power: Organizational Politics\r\n | 429 | ||
| Tactics for Playing Politics\r\n | 429 | ||
| The Costs and Benefits of Organizational Politics\r\n | 431 | ||
| Summary\r\n | 434 | ||
| Discussion Questions\r\n | 434 | ||
| Organizational Theory in Action: Practicing Organizational Theory\r\n | 435 | ||
| Managing Conflict\r\n | 435 | ||
| The Ethical Dimension | 435 | ||
| Making the Connection | 435 | ||
| Analyzing the Organization: Design Module | 435 | ||
| Assignment\r\n | 435 | ||
| Case Studies | 439 | ||
| Supplemental Case Map\r\n | 439 | ||
| Case 1 United Products, Inc. | 441 | ||
| Case 2 The Paradoxical Twins: Acme and Omega Electronics | 450 | ||
| Case 3 How SAP's Business Model and Strategies Made It the Global Business Software Leader | 453 | ||
| Case 4 The Scaffold Plank Incident | 461 | ||
| Case 5 Beer and Wine Industries: Bartles & Jaymes | 463 | ||
| Case 6 Bennett's Machine Shop, Inc. | 469 | ||
| Case 7 Southwest Airlines\r\n | 481 | ||
| Case 8 The Rise and Fall of Eastman Kodak: How Long Will It Survive Beyond 2011? | 485 | ||
| Case 9 Philips NV | 496 | ||
| Case 10 \"Ramrod\" Stockwell | 498 | ||
| Company Index | 502 | ||
| A | 502 | ||
| B | 502 | ||
| C | 502 | ||
| D | 502 | ||
| E | 502 | ||
| F | 502 | ||
| G | 502 | ||
| H | 503 | ||
| I | 503 | ||
| J | 503 | ||
| K | 503 | ||
| L | 503 | ||
| M | 503 | ||
| N | 503 | ||
| O | 503 | ||
| P | 503 | ||
| Q | 503 | ||
| R | 503 | ||
| S | 503 | ||
| T | 504 | ||
| U | 504 | ||
| V | 504 | ||
| W | 504 | ||
| X | 504 | ||
| Y | 504 | ||
| Z | 504 | ||
| Name Index | 505 | ||
| A | 505 | ||
| B | 505 | ||
| C | 505 | ||
| D | 505 | ||
| E | 505 | ||
| F | 505 | ||
| G | 505 | ||
| H | 505 | ||
| I | 505 | ||
| J | 505 | ||
| K | 505 | ||
| L | 505 | ||
| M | 505 | ||
| N | 505 | ||
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| R | 506 | ||
| S | 506 | ||
| T | 506 | ||
| U | 506 | ||
| V | 506 | ||
| W | 506 | ||
| Y | 506 | ||
| Z | 506 | ||
| Subject Index | 507 | ||
| A | 507 | ||
| B | 507 | ||
| C | 507 | ||
| D | 507 | ||
| E | 508 | ||
| F | 508 | ||
| G | 508 | ||
| H | 508 | ||
| I | 508 | ||
| J | 509 | ||
| K | 509 | ||
| L | 509 | ||
| M | 509 | ||
| N | 509 | ||
| O | 509 | ||
| P | 510 | ||
| Q | 510 | ||
| R | 510 | ||
| S | 511 | ||
| T | 511 | ||
| U | 511 | ||
| V | 511 | ||
| W | 511 |