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18293cam a22005175i 4500 |
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18831441 |
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OSt |
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20250609153058.0 |
| FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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151024s2016 mau b 001 0 eng |
| LIBRARY OF CONGRESS CONTROL NUMBER |
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| LC control number |
2012933004 |
| INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9789355737588 |
| CATALOGING SOURCE |
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| Original cataloging agency |
DLC |
| Transcribing agency |
DLC |
| AUTHENTICATION CODE |
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| Authentication code |
pcc |
| DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
302.35 |
| Item number |
DAF/O |
| MAIN ENTRY--PERSONAL NAME |
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| Personal name |
Daft, Richard L. |
| Relator term |
author. |
| 9 (RLIN) |
10523 |
| TITLE STATEMENT |
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| Title |
Organization theory & design / |
| Statement of responsibility, etc. |
Richard L. Daft. |
| VARYING FORM OF TITLE |
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| Title proper/short title |
Organization theory and design |
| EDITION STATEMENT |
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| Edition statement |
13e. |
| PRODUCTION, PUBLICATION, DISTRIBUTION, MANUFACTURE, AND COPYRIGHT NOTICE |
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| Place of production, publication, distribution, manufacture |
Boston, MA |
| Name of producer, publisher, distributor, manufacturer |
Cengage Learning, |
| Date of production, publication, distribution, manufacture, or copyright notice |
[2016] |
| PHYSICAL DESCRIPTION |
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| Extent |
xxi, 730 pages ; |
| Dimensions |
26 cm. |
| CONTENT TYPE |
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| Content type term |
text |
| Content type code |
txt |
| Source |
rdacontent |
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unmediated |
| Media type code |
n |
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rdamedia |
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volume |
| Carrier type code |
nc |
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rdacarrier |
| BIBLIOGRAPHY, ETC. NOTE |
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| Bibliography, etc. note |
Includes bibliographical references and indexes. |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
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 -- |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
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 -- |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
Note continued: The Importance of Goals -- Two Frameworks for Selecting Strategy and Design -- Porter's Competitive Strategies -- How Do You Fit The Design? Your Strategy/Performance Strength -- In Practice: Allegiant Travel Company -- Miles and Snow's Strategy Typology -- How Strategies Affect Organization Design -- Other Contingency Factors Affecting Organization Design -- Assessing Organizational Effectiveness -- Definition -- Who Decides? -- Four Effectiveness Approaches -- Goal Approach -- Resource-Based Approach -- Internal Process Approach -- In Practice: BNSF Railway -- Strategic Constituents Approach -- An Integrated Effectiveness Model -- In Practice: Samsung Group -- Design Essentials -- ch. 2 Workshop: Identify Your Goal Preferences -- Case for Analysis: The Venable Museum of Art -- Case for Analysis: Covington Corrugated Parts & Services -- ch. 3 Fundamentals of Organization Structure -- Purpose of This Chapter -- Organization Structure -- |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
Note continued: Information-Sharing Perspective on Structure -- Centralized Versus Decentralized -- Bookmark 3.0 The Future of Management -- In Practice: Toyota -- Vertical Information Sharing -- Horizontal Information Sharing and Collaboration -- HOW DO YOU FIT THE DESIGN?: The Pleasure/Pain of Working on a Team -- Relational Coordination -- In Practice: Southwest Airlines -- Organization Design Alternatives -- Required Work Activities -- Reporting Relationships -- Departmental Grouping Options -- Functional, Divisional, and Geographic Designs -- Functional Structure -- In Practice: Narayana Hrudayalaya Hospital -- Functional Structure with Horizontal Linkages -- Divisional Structure -- In Practice: Microsoft -- Geographic Structure -- Matrix Structure -- Conditions for the Matrix -- Strengths and Weaknesses -- In Practice: Englander Steel -- Horizontal Structure -- Characteristics -- In Practice: GE Salisbury -- Strengths and Weaknesses -- |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
Note continued: Virtual Networks and Outsourcing -- How the Structure Works -- In Practice: Sandy Springs, Georgia -- Strengths and Weaknesses -- Hybrid Structure -- Applications of Structural Design -- Structural Alignment -- Symptoms of Structural Deficiency -- Design Essentials -- ch. 3 Workbook: You and Organization Structure -- Case for Analysis: C & C Grocery Stores, Inc. -- Case for Analysis: Aquarius Advertising Agency -- pt. 3 Open System Design Elements -- ch. 4 The External Environment -- Purpose of This Chapter -- The Organization's Environment -- Task Environment -- General Environment -- International Environment -- In Practice: Richard Ginori -- The Changing Environment -- Complexity -- Dynamism -- In Practice: Fujifilm Holding Corporation -- Framework -- Bookmark 4.0 Confronting Reality: Doing What Matters to Get Things Right -- Adapting to Complexity and Dynamism -- Adding Positions and Departments -- Building Relationships -- |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
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 -- |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
Note continued: Resource Dependence -- Types of Resource-Dependence Relationships -- Power Implications -- In Practice: Facebook -- Collaborative Networks -- How Do You Fit The Design? Personal Networking -- Why Collaboration? -- In Practice: Accelerating Medicines Partnership -- From Adversaries to Partners -- Bookmark 5.0 Managing Strategic Relationships: The Key to Business Success -- Population Ecology -- What Hinders Adaptation? -- In Practice: Barnes & Noble Versus Amazon -- Organizational Form and Niche -- Process of Ecological Change -- Strategies for Survival -- Institutionalism -- The Institutional View and Organization Design -- Institutional Similarity -- Design Essentials -- ch. 5 Workshop: The Shamatosi -- Case for Analysis: Why is Cooperation So Hard? -- Case for Analysis: Oxford Plastics Company -- ch. 6 Designing Organizations for the International Environment -- Purpose of This Chapter -- Entering the Global Arena -- Motivations for Global Expansion -- |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
Note continued: Bookmark 6.0 The World Is Flat: A Brief History of the Twenty-First Century -- In Practice: Amway -- Stages of International Development -- How Do You Fit The Design? What Is Your Cultural Intelligence? -- Global Expansion Through International Alliances and Acquisitions -- In Practice: China's International Expansion -- The Challenges of Global Design -- Increased Complexity and Differentiation -- Increased Need for Coordination -- More Difficult Transfer of Knowledge and Innovation -- Designing Structure to Fit Global Strategy -- Strategies for Global Versus Local Opportunities -- In Practice: Panasonic -- International Division -- Global Product Division Structure -- Global Geographic Division Structure -- In Practice: Colgate-Palmolive Company -- Global Matrix Structure -- In Practice: ABB Group -- Additional Global Coordination Mechanisms -- Global Teams -- In Practice: L'Oreal -- Headquarters Planning -- Expanded Coordination Roles -- |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
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 -- |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
Note continued: Analyzability -- Framework -- Department Design -- In Practice: Memorial Sloan-Kettering Cancer Center -- Workflow Interdependence Among Departments -- Types -- In Practice: Southwest Airlines -- Structural Priority -- Structural Implications -- In Practice: Athletic Teams -- Sociotechnical Systems -- Design Essentials -- ch. 7 Workshop: Bistro Technology -- Case for Analysis: AV Corporate: Software Tool Project -- ch. 8 Technology for Control, Social Business, and Big Data -- Purpose of This Chapter -- Information Technology Evolution -- The Philosophy and Focus of Control Systems -- The Changing Philosophy of Control -- Feedback Control Model -- How Do You Fit The Design? Is Goal-Setting Your Style? -- Organization Level: The Balanced Scorecard -- Department Level: Behavior Versus Outcome Control -- In Practice: University of Tennessee Medical Center -- Bookmark 6.0 The Checklist Manifesto: How to Get Things Right -- |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
Note continued: Facilitating Employee Coordination and Efficiency -- Knowledge Management -- Social Network Analysis -- Adding Strategic Value -- Social Business -- In Practice: General Motors -- Structural Design for Social Business -- Big Data -- Big Data and Organization Structure -- In Practice: Caesars Entertainment -- Impact on Organization Design -- Design Essentials -- ch. 8 Workshop: Balanced Scorecard Exercise -- Case for Analysis: Century Medical -- Case for Analysis: Is Anybody Listening? -- ch. 9 Organization Size, Life Cycle, and Decline -- Purpose of This Chapter -- Organization Size: Is Bigger Better? -- Pressures for Growth -- Bookmark 9.0 Small Giants: Companies That Choose to Be Great Instead of Big -- Dilemmas of Large Size -- How Do You Fit The Design? What Size Organization for You? -- In Practice: Dell Inc. -- Organizational Life Cycle -- Stages of Life-Cycle Development -- In Practice: Google -- |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
Note continued: Organizational Characteristics During the Life Cycle -- Organizational Size, Bureaucracy, and Control -- What Is Bureaucracy? -- In Practice: United Parcel Service (UPS) -- Size and Structural Control -- Bureaucracy in a Changing World -- Organizing Temporary Systems -- In Practice: Salvation Army -- Other Approaches to Busting Bureaucracy -- Bureaucracy Versus Other Forms of Control -- Bureaucratic Control -- In Practice: East Resources Inc. and Royal Dutch Shell PLC -- Market Control -- Clan Control -- In Practice: Menlo Innovations, FAVI -- Organizational Decline and Downsizing -- Definition and Causes -- In Practice: Eastman Kodak -- A Model of Decline Stages -- Downsizing Implementation -- Design Essentials -- ch. 9 Workshop: Classroom Control -- Case for Analysis: Yahoo: "Get to Work!" -- Case for Analysis: Sunflower Incorporated -- pt. 5 Managing Dynamic Processes -- ch. 10 Organizational Culture and Ethical Values -- Purpose of This Chapter -- |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
Note continued: Organizational Culture -- What Is Culture? -- Emergence and Purpose of Culture -- In Practice: Billtrust -- Interpreting Culture -- Organization Design and Culture -- The Adaptability Culture -- In Practice: Zappos -- The Mission Culture -- The Clan Culture -- The Bureaucratic Culture -- Culture Strength and Organizational Subcultures -- How Do You Fit The Design? Corporate Culture Preference -- In Practice: Pitney Bowes Credit Corporation -- Constructive Culture, Learning, and Performance -- In Practice: Box -- Ethical Values and Social Responsibility -- Sources of Individual Ethical Principles -- Managerial Ethics -- Corporate Social Responsibility -- Bookmark 10.0 Conscious Capitalism: Liberating the Heroic Spirit of Business -- Does It Pay to Be Good? -- How Managers Shape Culture and Ethics -- Values-Based Leadership -- In Practice: Costco -- Formal Structure and Systems -- Corporate Culture and Ethics in a Global Environment -- Design Essentials -- |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
Note continued: ch. 10 Workshop: The Power of Ethics -- Case for Analysis: Implementing Change at National Industrial Products -- Case for Analysis: The Boys Versus Corporate -- ch. 11 Innovation and Change -- Purpose of This Chapter -- The Strategic Role of Change -- Innovate or Fail -- Strategic Types of Innovation and Change -- In Practice: Elkay Manufacturing -- Elements for Successful Change -- Technology Change -- How Do You Fit The Design? Are You Innovative? -- The Ambidextrous Approach -- The Bottom-Up Approach -- In Practice: Taco Bell and Frito-Lay -- Techniques for Encouraging Technology Change -- Bookmark 11.0 Creativity Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration -- New Products and Services -- New Product Success Rate -- Reasons for New Product Success -- Horizontal Coordination Model -- In Practice: Corning, Inc. -- Open Innovation and Crowdsourcing -- Achieving Competitive Advantage: The Need for Speed -- |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
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 -- |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
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 -- |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
Note continued: In Practice: The U.S. Military -- Rational Versus Political Model -- Tactics for Enhancing Collaboration -- In Practice: The Freaky Friday Management Technique -- Power and Organizations -- Individual Versus Organizational Power -- Power Versus Authority -- Vertical Sources of Power -- The Power of Empowerment -- In Practice: Morning Star -- Horizontal Sources of Power -- In Practice: International Alliance of Theatrical Stage Employees -- In Practice: Carilion Health System -- Political Processes in Organizations -- Definition -- When to Use Political Activity -- Using Soft Power and Politics -- How Do You Fit The Design? Political Skills -- Tactics for Increasing Power -- Political Tactics for Using Power -- In Practice: The Vatican -- Bookmark 13.0 Influence: Science and Practice -- In Practice: World Bank -- Design Essentials -- ch. 13 Workshop: How Do You Handle Conflict? -- Case for Analysis: The Daily Tribune -- |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
Note continued: Case for Analysis: The New Haven Initiative -- Integrative Cases -- 1.0.W. L. Gore -- Culture of Innovation -- 2.0.Rondell Data Corporation -- 3.0.IKEA: Scandinavian Style -- 4.0.Engro Chemical Pakistan Limited -- Restructuring the Marketing Division -- 5.0.First Union: An Office Without Walls -- 6.0.Lean Initiatives and Growth at Orlando Metering Company -- 7.0.Sometimes a Simple Change Isn't So Simple -- 8.0.Costco: Join the Club -- 9.0.The Donor Services Department -- 10.0.Cisco Systems: Evolution of Structure -- 11.0.Hartland Memorial Hospital (A): An Inbox Exercise -- 12.0.Disorganization at Semco: Human Resource Practices as a Strategic Advantage. |
| SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name entry element |
Organization. |
| SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Organizational sociology |
| Form subdivision |
Case studies. |
| ADDED ENTRY ELEMENTS (KOHA) |
|---|
| Source of classification or shelving scheme |
Dewey Decimal Classification |
| Koha item type |
Books |
| Classification part |
302.35 |
| Item part |
DAF/O |
| Call number prefix |
302.35 |
| Call number suffix |
DAF/O |
