STRATEGIC ORGANIZATIONAL DIAGNOSIS AND DESIGN, 3^rd Edition, systematically surveys the substantive literature on organizational design and develops the theoretical framework of multiple contingency organizational design. The multiple contingencies in the theoretical framework cover the contingencies of size, technology, environment, and strategy, as well as leadership style and organizational climate and culture. These contingencies are mapped into design parameters such as organizational configuration, specialization, decision authority, information processing, coordination and control, and incentives.

The book examines a variety of existing organizational situations - which can include the reader's organization - and provides the structure and analysis to diagnose and assess what can be done to have a more efficient and effective organization. Burton and Obel's dynamic multiple contingency theory of organizations provides the analytical framework and tools for the OrgCon© - a knowledge-base expert system which has been thoroughly vetted with business executives.

The accompanying software, the OrgCon© with training guide and cases (CD bound into the book), provides a managerial tool kit to improve the efficiency and effectiveness of organizations. Specifically, OrgCon© offers the manager or student a "hands on" knowledge of organizational design. It guides the manager or student through cases or their own organization and enables them to analyze real world organizational problems and seek concrete organization design solutions. The book and the software tool kit are an integrated package and combine to provide the analytical framework and tools that will result in building intuitive understanding of organization design through interactive applications.

For additional information on the book and OrgCon©, see the followingURLs:

http://www.wkap.nl/prod/b/1-4020-7684-3 (hardbound)

http://www.wkap.nl/prod/b/1-4020-7685-1 (paperback)

A unique set of complementary hands-on tools for learning about and applying a deeper and practical theory for diagnosis and design. This edition has been significantly updated and rewritten to make it easier to read.

1. Introduction.- 1.1 Introduction.- 1.2 What is an Organization?.- 1.3 An Information Processing View of Organizations.- 1.3.1 Neo-information Processing as a Basis for Organizational Design.- 1.4 Strategic Organizational Design.- 1.5 The Basic Features.- 1.5.1 Fit Criteria for Designing the Knowledge Base.- 1.5.1.1 Contingency Fit.- 1.5.1.2 Situation Fit.- 1.5.1.3 Design Parameter Fit.- 1.5.1.4 Total Design Fit.- 1.6 Creating a Knowledge Base from the Literature.- 1.6.1 Composing the Knowledge Base.- 1.7 The Organizational Consultant for Designing an Organization.- 1.8 Validating Theory for Application.- 1.8.1 The Foundation Expert System.- 1.8.2 Validation and Continued Model Development.- 1.8.3 A Process of Validation.- 1.9. Summary.- 2. Describing the Organization for Design Purposes.- 2.1 Introduction.- 2.1.1 The Scandinavian Airline System (SAS).- 2.2 Organizational Configurations.- 2.2.1 Simple Configuration.- 2.2.2 Functional Configuration.- 2.2.2.1 A Functional Organization.- 2.2.3 Divisional Configuration.- 2.2.3.1 A Divisional Organization.- 2.2.4 Matrix Configuration.- 2.2.4.1 A Matrix Organization.- 2.2.5 Ad Hoc Configuration.- 2.2.6 Bureaucracies.- 2.2.7 International Configurations.- 2.3 Organizational Complexity.- 2.3.1 Horizontal Differentiation.- 2.3.2 Vertical Differentiation.- 2.3.3 Spatial Differentiation.- 2.4 Formalization.- 2.5 Centralization.- 2.6 Coordination and Control.- 2.7 The Organizational Structure of SAS.- 2.8 Summary.- 3. Management and Leadership Style.- 3.1 Introduction.- 3.1.1 Management and Structure.- 3.2 Literature Review.- 3.3 Management and Leadership Style as a Contingency.- 3.3.1 Definition of Management and Leadership Style: Microinvolvement.- 3.3.2 Management and Leadership Style as a Contingency Factor.- 3.4 Managing the Management.- 3.5 SAS: The Management Style of Carlzon and Stenberg.- 3.6 Summary.- 4. Organizational Climate.- 4.1 Introduction.- 4.2 Climate and Culture.- 4.3 Literature Review on Climate.- 4.5 Measuring and Categorizing Climate.- 4.6 Climate as a Contingency.- 4.6.1 Describing a Group Climate.- 4.6.2 The Group Climate Effects on Structure.- 4.6.3 Describing the Developmental Climate.- 4.6.4 Developmental Climate Effect on Structure.- 4.6.5 Describing the Internal Process Climate.- 4.6.6 Internal Process Climate Effects on Structure.- 4.6.7 Describing the Rational Goal Climate.- 4.6.8 Rational Goal Climate Effects on Structure.- 4.7 Managing the Climate.- 4.8 The Climate at SAS.- 4.9 Summary.- 5. Size and Skill Capabilities.- 5.1 Introduction.- 5.2 A Literature Review.- 5.2.1 Size: A Variety of Perceptions.- 5.2.2 The Measurement of Size.- 5.2.3 Size as Imperative.- 5.2.4 An Information-Processing Perspective on Size.- 5.3 The Effects of Size and Skill Capability on Organizational Structure.- 5.3.1 Measuring Size and Skill Capability for Design Purposes.- 5.3.2 Size as a Contingency.- 5.3.2.1 Size Effects on Complexity.- 5.3.2.2 Size Effects on Centralization.- 5.3.2.3 Size Effects on Formalization.- 5.3.2.4 Size Effects on Configuration.- 5.4 Managing Size.- 5.5 The Size of SAS.- 5.6 Summary.- 6. The Environment.- 6.1 Introduction.- 6.2 Background and the Literature.- 6.2.1 Measures of the Environment.- 6.2.2 The Environment-Structure Relationship.- 6.3 Describing the Environment: Equivocality, Uncertainty, Complexity, and Hostility.- 6.4 Environment as a Contingency Factor.- 6.5 Environmental Effects on Configuration, Coordination, Media Richness, and Incentives.- 6.6 Operationalizations of the Environmental Measures.- 6.7 Managing the Environment.- 6.8 The SAS Environment.- 6.9 Summary.- 7. Technology.- 7.1 Introduction.- 7.2 A Literature Review.- 7.3 Technology as a Contingency.- 7.3.1 Measuring Technology.- 7.3.2 Technology as Contingency Factor.- 7.3.2.1 Technology Effects on Formalization.- 7.3.2.2 Technology Effects on Centralization.- 7.3.2.3 Technology effects on Organizational Complexity.- 7.3.2.4 Technology Effects on Configuration.- 7.3.2.5 Technology Effects on Coordination and Control Mechanisms.- 7.4 Managing Technology.- 7.5 The Technology of SAS.- 7.6 Summary.- 8. Strategy.- 8.1 Introduction.- 8.2 A Literature Review.- 8.2.1 Structure Follows Strategy.- 8.2.2 The Counter Proposition: Strategy Follows Structure.- 8.2.3 Fit: Strategy and Structure.- 8.3 Definition of Strategy.- 8.4 The Two-Stage Model: Description, Strategy, Structure.- 8.5 The Propositions for Strategy Description.- 8.5.1 Describing a Prospector.- 8.5.2 Prospector Effects on Structure.- 8.5.3 Describing an Analyzer Without Innovation.- 8.5.4 Analyzer Without Innovation Effects on Structure.- 8.5.5 Describing Analyzer with Innovation.- 8.5.6 Analyzer with Innovation Effects on Structure.- 8.5.7 Describing a Defender.- 8.5.8 Defender Effects on Structure.- 8.5.9 Reactor Strategy.- 8.6 International Dimensions.- 8.7 Choosing the Right Strategy.- 8.8 The Strategy of SAS.- 8.9 Summary.- 9. Organizational Design: A Synthesis.- 9.1 Introduction.- 9.2 Diagnosis and Design.- 9.3 Contingency Fit.- 9.3.1 The Simple Configuration.- 9.3.2 The Functional Configuration.- 9.3.3 Divisional Configuration.- 9.3.4 Matrix Configuration.- 9.3.5 Ad Hoc Configuration.- 9.3.6 The Professional Bureaucracy.- 9.3.7 The Machine Bureaucracy.- 9.3.8 Organizational Complexity.- 9.3.9 Formalization.- 9.3.10 Centralization.- 9.3.11 Coordination and Control.- 9.3.12 Media Richness and Incentives.- 9.4 Situation Fits and Misfits.- 9.5 Design Parameter Fit.- 9.6 Total Design Fit.- 9.7 Designing the Organization.- 9.7.1 Design is Lifecycle Management: Evolution and Revolution.- 9.7.2 Design is …