Organization Theory and Design [antikvár]

Preface The vision for this fourth edition is the same as for the three previous editions: to present the most recent thinking about organizations in a way that is interesting and enjoyable for students. My continuing mission is to integrate new concepts and models from organization theory with changing events in the real world of organizations to provide the most up-to-date view of organizations available. Organization theory is intriguing, rich, and helpful. Organization theory frameworks have been developed from research on real organizations. The concepts in this book help students and managers explain their organizational world and solve pressing, real-life problems. Features New to the Fourth Edition Many students do not have organizational experience, especially at the middle and upper organizational levels where organization theory is most applicable. To engage students in today's world of organizations, this new edition incorporates significant new features: new chapters, new concepts, book reviews, new case examples, and new integrative cases for analysis. The total set of new features substantially improves and expands the book's content and accessibility. 1. New Chapters. Two new chapters have been added. The first is chapter 7, "Contemporary Designs for Global Competition," which includes a description of designs organizations use to be competitive both nationally and internationally. Important concepts in this chapter are self-managed teams, network structures, and geographical, product, matrix, and heterarchy designs for international operations. The other new chapter is chapter 10, "Organizational Culture and Ethical Values." This chapter expands the discussion of culture from previous editions and adds material on managerial ethics as part of the cultural values of organizations often shaped by top leaders. 2. New concepts. In addition to chapters about global competition and managerial ethics, several other new concepts have been added or expanded in this edition. These concepts include the design impact of advanced information technology (AIT), strategic uses of AIT, the importance of top management teams, the impact of transformational leadership and charismatic leadership on organizations, new concerns about organizational size, such as designing a big-company/small-company hybrid, and new approaches to employee empowerment. Other new concepts include decision making in high-velocity environments, and alternative perspectives to organizational analysis, such as the transaction-cost and radical-Marxism perspectives. Also, more emphasis has been given to top management strategy and direction early in the book to xix