Organization Richard L. Daft. theory & design

Includes bibliographical references and indexes.

Machine generated contents note: pt. 1 Introduction to Organizations -- ch. 1 Organizations and Organization Design -- A Look Inside Xerox Corporation -- What Went Wrong? -- Entering the Digital Era -- The Culture Problem -- Shaking Up a Century-Old Company -- "We No Longer Make Copiers" -- Organization Design in Action -- Topics -- Bookmark 1.0 Great by Choice: Uncertainty, Chaos, and Luck -- Why Some Thrive Despite Them All -- Current Challenges -- Purpose of This Chapter -- What Is an Organization? -- Definition -- From Multinationals to Nonprofits -- Importance of Organizations -- In Practice: Harley-Davidson -- Dimensions of Organization Design -- Structural Dimensions -- In Practice: Shizugawa Elementary School Evacuation Center and BP Transocean Deepwater Horizon Oil Rig -- Contingency Factors -- In Practice: Valve Software -- Performance and Effectiveness Outcomes -- The Evolution of Organization Design -- Historical Perspectives --

Note continued: How Do You Fit The Design? Evolution of Style -- It All Depends: Key Contingencies -- The Contrast of Organic and Mechanistic Designs -- Contemporary Design Ideas: Radical Decentralization -- In Practice: Morning Star -- Framework for the Book -- Levels of Analysis -- Plan of the Book -- Plan of Each Chapter -- Design Essentials -- ch. 1 Workshop: Measuring Dimensions of Organizations -- Case for Analysis: It Isn't So Simple: Infrastructure Change at Royce Consulting -- pt. 2 Organization Purpose and Structural Design -- ch. 2 Strategy, Organization Design, and Effectiveness -- Purpose of This Chapter -- The Role of Strategic Direction in Organization Design -- Organizational Purpose -- Strategic Intent -- Bookmark 2.0 Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant -- In Practice: Amazon -- Operating Goals -- Goal Conflict and the Hybrid Organization -- In Practice: Bloomberg LP --

Note continued: Differentiation and Integration -- Organic Versus Mechanistic Management Processes -- How Do You Fit The Design? Mind and Environment -- Planning, Forecasting, and Responsiveness -- Framework for Adapting to Complexity and Dynamism -- Dependence on Financial Resources -- Influencing Financial Resources -- Establishing Formal Relationships -- In Practice: Omnicom and Publicis -- Influencing Key Sectors -- In Practice: Amazon and Walmart -- In Practice: Huawei Technologies -- Organization -- Environment Integrative Framework -- Design Essentials -- ch. 4 Workshop: Organizations You Rely On -- Case for Analysis: CPI Corporation: What Happened? -- Case for Analysis: The Paradoxical Twins: Acme and Omega Electronics -- ch. 5 Interorganizational Relationships -- Purpose of This Chapter -- Organizational Ecosystems -- Is Competition Dead? -- In Practice: Apple and Samsung -- The Changing Role of Management -- Interorganizational Framework --

Note continued: Benefits of Coordination -- The Transnational Model of Organization -- Design Essentials -- ch. 6 Workshop: Made in the U.S.A.? -- Case for Analysis: TopDog Software -- Case for Analysis: Rhodes Indestries -- pt. 4 Internal Design Elements -- ch. 7 Manufacturing and Service Technologies -- Purpose of This Chapter -- Core Organization Manufacturing Technology -- Manufacturing Firms -- Strategy, Technology, and Performance -- Contemporary Applications -- Trends -- In Practice: Carnival Cruise Lines -- Bookmark 7.0 Inviting Disaster: Lessons from the Edge of Technology -- The Smart Factory -- Lean Manufacturing -- In Practice: La-Z-Boy -- Performance and Structural Implications -- Core Organization Service Technology -- Service Firms -- How Do You Fit The Design? Manufacturing Versus Service -- In Practice: Seattle Children's Hospital -- Designing the Service Organization -- In Practice: Home Depot Inc. -- Noncore Departmental Technology -- Variety --

Note continued: Strategy and Structure Change -- The Dual-Core Approach -- Organization Design for Implementing Management Change -- In Practice: GlaxoSmithKline -- In Practice: Zappos -- Culture Change -- Forces for Culture Change -- Organization Development Culture Change Interventions -- In Practice: UnitedHealth Group -- Strategies for Implementing Change -- Leadership for Change -- Techniques for Implementation -- Techniques for Overcoming Resistance -- Design Essentials -- ch. 11 Workshop: Innovation Climate -- Case for Analysis: Shoe Corporation of Illinois -- Case for Analysis: Southern Discomfort -- ch. 12 Decision-Making Processes -- Purpose of This Chapter -- Types of Decisions -- In Practice: McDonald's -- Individual Decision Making -- Rational Approach -- In Practice: Saskatchewan Consulting -- Bounded Rationality Perspective -- How Do You Fit The Design? Making Important Decisions -- Bookmark 12.0 Blink: The Power of Thinking without Thinking --

Note continued: Organizational Decision Making -- Management Science Approach -- Carnegie Model -- In Practice: The New York Times -- Incremental Decision Model -- In Practice: Ford Motor Company -- Organizational Decisions and Change -- Combining the Incremental and Carnegie Models -- Garbage Can Model -- In Practice: Nike -- Contingency Decision-Making Framework -- Problem Consensus -- Technical Knowledge about Solutions -- Contingency Framework -- Special Decision Circumstances -- High-Velocity Environments -- Decision Mistakes and Learning -- Cognitive Biases -- Overcoming Cognitive Biases -- Design Essentials -- ch. 12 Workshop: Do Biases Influence Your Decision Making? -- Case for Analysis: Cracking the Whip -- Case for Analysis: Medici Mediterranean Restaurant -- Answers to Questions in "Workshop" -- ch. 13 Conflict, Power, and Politics -- Purpose of This Chapter -- Interdepartmental Conflict in Organizations -- Sources of Conflict --