Description

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 reorganising 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 organisational effectiveness. By making organisational change the centerpiece in a discussion of organisational theory and design, this text stands apart from other books on the market.

Features

Focus on Organisational Change: Unlike other texts on the market, this book makes organisational change the centerpiece of the discussion of organisational theory and design.
Real World Focus: In-chapter tools help students make the connection between concepts and the real-world implications of organisational design and change.

• “Organisational Insight” boxes highlight real companies
• Two closing cases wrap up the discussion in each chapter

Integrated Flow: From chapter 1 to chapter 14, the topics build on each other in a logical manner. Further, a running company, Amazon.com, is featured in several of the book’s chapters.
Other topics of distinction
Detailed Coverage of Contemporary Concepts:

• Stakeholder approach to organisations
• Recent developments in organisational structure (i.e. product teams, outsourcing, etc)
• Origins of organisational culture
• Relationship between international strategy and global organisational design
• Transaction cost theory

Organisational Theory in Action End of Chapter Learning Features:

• Practicing Organisational Theory: Class tested experiential exercises give students experience with organisational theory.
• Ethical Dimension: Students can debate the ethical dilemmas facing managers of change.
• Making the Connection: This activity asks students to investigate companies that exemplify organisational design and change issues.
• Case for Analysis: An additional case meant to be used in class to facilitate discussion.

Analysing the Organisation: A semester-long project that asks students to select a company, complete questions in each chapter, and present their findings.

New to this Edition

Offering the latest information:

• Over 65% of the in-chapter boxes and 90% of the closing cases are new, while the rest have been updated.
• New material on the changing nature of problems involved in managing functional, product, and divisional structures and ways IT can be used to improve their performance.
• New material on the strategy-structure relationship, and new coverage about the reasons companies need to continuously examine and change their global strategies and structures.
• New material on online software development and craftswork technology and its importance in the growing services area.
• Expanded discussion of how to manage technology to create successful virtual organizational structures, such as those used by Accenture and PeopleSoft.
• A major focus is placed on the recent ongoing changes in the mobile computing, smartphone, and software applications and the consequent effects on the changes in the competitive environment and the way companies have been changing their structures and control systems to manage these issues.
• Increased coverage of ethical issues involved in the stakeholder approach to organizations and their implications for organizational effectiveness such as:
  • New “green” environmental coverage
  • New coverage on disasters such as the BP oil spill
  • New coverage on ethics in healthcare
  • New coverage on fraud in disguising the quality and price of goods and services
• Explanations of the most recent developments in organizational structure, such as the product team structure, outsourcing, and network organizations because of advancements in if advancing IT.

Table of Contents

• Part 1: The Organization and Its Environment 
• Chapter 1: Organizations and Organizational Effectiveness 
• Chapter 2: Stakeholders, Managers, and Ethics 
• Chapter 3: Organizing in a Changing Global Environment 
• Part 2: Organizational Design 
• Chapter 4: Basic Challenges of Organizational Design 
• Chapter 5: Designing Organizational Structure: Authority and Control 
• Chapter 6: Designing Organizational Structure: Specialization and Coordination 
• Chapter 7: Creating and Managing Organizational Culture 
• Chapter 8: Organizational Design and Strategy in a Changing Global Environment 
• Chapter 9: Organizational Design, Competences, and Technology 
• Part 3: Organizational Change 
• Chapter 10: Types and Forms of Organizational Change 
• Chapter 11: Organizational Transformations: Birth, Growth, Decline, and Death 
• Chapter 12: Decision Making, Learning, Knowledge Management, and Information Technology 
• Chapter 13: Innovation, Intrapreneurship, and Creativity 
• Chapter 14: Managing Conflict, Power, and Politics