STRATEGIC ORGANIZATIONAL DIAGNOSIS AND DESIGN, 3rd 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)
Klappentext
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.
Inhalt
1.- 1. Introduction.- 1.1 Introduction.- 1.2 The Strategic Organizational Design.- 1.3 The Basic Features.- 1.3.1 Fit Criteria for Designing the Knowledge Base.- 1.4 Creating a Knowledge Base from the Literature.- 1.4.1 Composing the Knowledge Base.- 1.5 The Organizational Consultant for Designing an Organization.- 1.6 Validating Theory for Application.- 1.6.1 The Foundation Expert System.- 1.6.2 Validation and Continued Model Development.- 1.6.3 A Process of Validation.- 1.7 Summary.- 2. Describing the Organization for Design Purposes.- 2.1 Introduction.- 2.1.1 The Scandinavian Airline System (SAS).- 2.2 What Is an Organization?.- 2.3 An Information Processing View of Organizations.- 2.4 Organizational Configurations.- 2.4.1 Simple Configuration.- 2.4.2 Functional Configuration.- 2.4.3 Divisional Configuration.- 2.4.4 Matrix Configuration.- 2.4.5 Ad Hoc Configuration.- 2.4.6 Bureaucracies.- 2.4.7 International Configurations.- 2.5 Organizational Complexity.- 2.5.1 Horizontal Differentiation.- 2.5.2 Vertical Differentiation.- 2.5.3 Spatial Differentiation.- 2.6 Formalization.- 2.7 Centralization.- 2.8 Coordination and Control.- 2.9 The Organizational Structure of SAS.- 2.10 Summary.- 3. Management Style.- 3.1 Introduction.- 3.2 Literature Review.- 3.3 Management Style as a Contingency.- 3.3.1 Definition of Management Style: Microinvolvement.- 3.3.2 Management Style as a Contingency Factor.- 3.4 Managing the Management.- 3.5 The Management Style of Carizon.- 3.6 Summary.- 4. Size.- 4.1 Introduction.- 4.2 A Literature Review.- 4.2.1 Size: A Variety of Perceptions.- 4.2.2 The Measurement of Size.- 4.2.3 Size as Imperative.- 4.2.4 An Information Processing Perspective on Size.- 4.3 The Effects of Size on the Organization Structure.- 4.3.1 Measuring Size for Design Purposes.- 4.3.2 Size as a Contingency.- 4.4 Managing Size.- 4.5 The Size of SAS.- 4.6 Summary.- 5. The Environment.- 5.1 Introduction.- 5.2 Background and the Literature.- 5.2.1 Measures of the Environment.- 5.2.2 Environment-Structure Relationship.- 5.3 Describing the Environment: Equivocality, Uncertainty and Complexity.- 5.4 Environment as a Contingency Factor.- 5.5 Environmental Effects on Configuration, Coordination, Media Richness and Incentives.- 5.6 Operationalizations of the Environmental Measures.- 5.7 Managing the Environment.- 5.8 SAS Environment.- 5.9 Summary.- 6. Technology.- 6.1 Introduction.- 6.2 A Literature Review.- 6.3 Technology as a Contingency.- 6.3.1 Measuring Technology.- 6.3.2 Technology as Contingency Factor.- 6.4 Managing Technology.- 6.5 The Technology of SAS.- 6.6 Summary.- 7. Strategy.- 7.1 Introduction.- 7.2 A Literature Review.- 7.3 Strategy as a Contingency.- 7.3.1 Definition of Strategy.- 7.4 The Two Level Model: Description, Strategy, Structure.- 7.5 The Propositions for Strategy Description and Misfits.- 7.5.1 Describing a Prospector.- 7.5.2 Prospector Effects on Structure.- 7.5.3 Prospector Propositions on Misfits.- 7.5.4 Describing an Analyzer without Innovation.- 7.5.5 Analyzer without Innovation Effects on Structure.- 7.5.6 Analyzer without Innovation Propositions on Misfits.- 7.5.7 Describing Analyzer with Innovation.- 7.5.8 Analyzer with Innovation Effects on Structure.- 7.5.9 Analyzer with Innovation Propositions on Misfits.- 7.5.10 Describing a Defender.- 7.5.11 Defender Effects on Structure.- 7.5.12 Defender Propositions on Misfits.- 7.5.13 Reactor Strategy.- 7.6 International Dimensions.- 7.7 Choosing the Right Strategy.- 7.8 The Strategy of SAS.- 7.8.1 Development of a Complete Scandinavian Traffic System with Route Networks and Airports.- 7.9 Summary.- 8. Organizational Design: A Synthesis.- 8.1 Combining the Pieces: Putting It All Together.- 8.2 Contingency Fit.- 8.2.1 The Simple Configuration.- 8.2.2 The Functional Configuration.- 8.2.3 Divisional Configuration.- 8.2.4 Matrix Configuration.- 8.2.5 Ad Hoc Configuration.- 8.2.6 Professional Bureaucracy Configuration.- 8.2.7 Machine Bureaucracy Configuration.- 8.2.8 Organizational Complexity.- 8.2.9 Formalization.- 8.2.10 Centralization Propositions.- 8.2.11 Coordination and Control.- 8.2.12 Media Richness and Incentives.- 8.3 Situation Fit and Misfits.- 8.4 Design Parameter Fit.- 8.5 Total Design Fit.- 8.6 SAS.- 8.7 New Forms of Organization.- 8.8 SAS Revisited.- 8.9 SAS and the Change Process.- 8.10 Summary.- 2.- 9. Organizational Consultant.- 9.1 Introduction.- 9.2 Installation of Organizational Consultant, Ver. 5 1.- 9.3 Guide to the Book.- 9.4 Learning to use Organizational Consultant.- 9.5 Sample Analysis Input Template.- 9.6 Looking Ahead.- 10. How to Use Organizational Consultant.- 10.1 Introduction.- 10.2 How to Input Data.- 10.3 Running an Analysis.- 10.4 Output.- 10.5 Leaving Organizational Consultant.- 10.6 Summary.- 11. The Microlink Case.- 11.1 Introduction.- 11.2 Microlink International: History and Product.- 11.3 Microlink International: Structure and Markets.- 11.4 Input to Organizational Consultant.- 11.4.1 Current Configuration.- 11.4.2 Current Complexity.- 11.4.3 Current Formalization.- 11.4.4 Current Centralization.- 11.4.5 Current Size.- 11.4.6 Age/Ownership.- 11.4.7 Diversity.- 11.4.8 Technology.- 11.4.9 Environment.- 11.4.10 Management Style.- 11.4.11 Strategy Factors.- 11.5 Results from Organizational Consultant.- 11.6 Performing a Sensitivity (Delta) Analysis.- 11.6.1 Results from the Sensitivity Analysis.- 11.7 The Organizational Consultant's Recommendations and Sensitivity Analysis.- 11.8 Implications for Microlink International.- 11.9 What Can We Learn By Doing?.- 12. Creating Written Reports and Presentati…