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Produktbild: Strategic Organizational Diagnosis and Design: Developing Theory for Application
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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

August 1998

Verlag

Springer

Seitenzahl

504

Maße (L/B/H)

23,4/15,6/2,7 cm

Gewicht

867 g

Auflage

2. Auflage

Sprache

Englisch

ISBN

978-0-7923-8247-8

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

August 1998

Verlag

Springer

Seitenzahl

504

Maße (L/B/H)

23,4/15,6/2,7 cm

Gewicht

867 g

Auflage

2. Auflage

Sprache

Englisch

ISBN

978-0-7923-8247-8

Herstelleradresse

Springer Heidelberg
Tiergartenstr. 17
69121 Heidelberg
DE
buchhandel-buch@springer.com

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  • Produktbild: Strategic Organizational Diagnosis and Design: Developing Theory for Application
  • 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 Exploration and Exploitation.- 9.7.3 Design is Learning.- 9.8 SAS.- 9.9 SAS and the Lifecycle.- 9.10 Summary.- 10. Using the Organizational Consultant.- 10.1 Introduction.- 10.2 Practical Organizational Diagnosis and Design.- 10.3 Alignment of the Understanding of the Organization's Situation.- 10.4 What Can We Learn By Doing?.- 10.5 Cases.- 10.6 Organizational Consultant Setup.- 11. Using Publicly-Available Information for Strategic Organizational Diagnosis and Design.- 11.1 Introduction.- 11.2 Data Sources, Collection and Analysis.- 11.2.1 Description of Data Sources.- 11.2.2 Content Analysis Approach.- 11.3 Company Profile.- 11.4 Discussion of Answers to OrgCon Questions.- 11.4.1 Environment.- 11.4.2 Strategy.- 11.4.3 Technology.- 11.4.4 Product Diversity.- 11.4.5 Climate.- 11.4.6 Management Preferences.- 11.4.7 Size.- 11.4.8 Age and Ownership.- 11.4.9 Current Configuration.- 11.4.10 Current Complexity.- 11.4.11 Current Formalization.- 11.4.12 Current Centralization.- 11.5 Total Organizational Analysis.- 11.5.1 Size.- 11.5.2 Climate.- 11.5.3 Management Style.- 11.5.4 Strategy.- 11.5.5 Current Organizational Characteristics.- 11.5.6 Situation Misfits.- 11.5.7 Organizational Consultant Recommendations.- 11.5.8 Organizational Configurations.- 11.5.9 Organizational Characteristics.- 11.5.10 Organizational Misfits.- 11.5.11 More Detailed Recommendations.- 11.6 Detailed Discussion of Organizational and Situational Misfits.- 12. Oticon.- 12.1 Introduction.- 12.2 Case 1: The Top Management Group That Got Fired by Itself.- 12.2.1 The Demant Era.- 12.2.2 Growth and Expansion in The Seventies.- 12.2.3 Technology Changes in the Eighties.- 12.2.4 The Difference Between Behind The Ear and In The Ear Aids.- 12.2.5 External Influences Leading to Internal Weaknesses.- 12.2.6 Need for Changes.- 12.2.7 One Must Take the Good with the Bad.- 12.2.8 Kolind's Style.- 12.2.9 Reductions, Cut Backs and the New Oticon.- 12.2.10 Questions for Consideration.- 12.3 Case 2: The Spaghetti That Became Revolutionary.- 12.3.1 What Made Kolind Think of Spaghetti?.- 12.3.2 Holly, Ivy and Unthinkable Thoughts.- 12.3.3 Realizing the Unthinkable.- 12.3.4 Implementation of the Undefinable.- 12.3.5 The Physical and Psychic Influences.- 12.3.6 The Computer Network and the Paperless Office.- 12.3.7 Spaghetti Sometimes Gets Sticky.- 12.3.8 Spaghetti in Action.- 12.3.9 Questions for Consideration.- 12.4 Case3: What Happens if the Spaghetti Gets Cold?.- 12.4.1 Kolind's Management Style.- 12.4.2 How to Get Value for Values.- 12.4.3 Interaction and Integration.- 12.4.4 Thisted's Role in the Spaghetti.- 12.4.5 Spaghetti for All Nationalities.- 12.4.6 How to Become Part of the Spaghetti.- 12.4.7 More Control than Meets the Eye.- 12.4.8 The Transparent Office.- 12.4.9 Authority Versus Group Mentality.- 12.4.10 Enthusiastic Salaries.- 12.4.11 It Takes More than Success to Prevent Failure.- 12.4.12 Questions for Consideration.- 12.5 Case 4: Scouts are More Attractive.- 12.5.1 Questions for Consideration.- Appendix 1.- Appendix 2.- Appendix 3.- 13. Sample Cases and Exercises.- 13.1 Introduction.- 13.2 ABB Electromechanical Meters.- 13.2.1 Background.- 13.2.2 The Electromechanical Meter Organization.- 13.2.3 Manufacturing.- 13.2.4 Design Engineering.- 13.2.5 Marketing.- 13.2.6 Intergroup Communications.- 13.2.7 Managerial Responsibilities.- 13.2.8 Questions for Consideration.- 13.3 Duke University Press.- 13.3.1 Organizational Description.- 13.3.2 Questions for Consideration.- 13.4 GTE Government Systems Mobile Subscriber Equipment Division.- 13.4.1 Background and Issues.- 13.4.2 Analysis.- 13.4.3 Questions for Consideration.- 13.5 Bluestone Group, Inc..- 13.5.1 Background.- 13.5.2 Part I.- 13.5.2.1 Current Organization.- 13.5.3 Part II.- 13.5.3.1 Goals and Objectives of the Dominant Coalition.- 13.5.3.2 Environment.- 13.5.3.3 Work-flow and Technologies Used.- 13.5.3.4 Existing Organizational structure.- 13.5.4 Questions for Consideration.