Strategic organizational diagnosis and design : developing theory for application / Richard M. Burton, B©ırge Obel ; with contributions by Starling D. Hunter III, Mikael S©ındergaard, and Dorthe D©ıjbak.
The Organizational Consultant (CD attached) together with the book provide a managerial toolkit for the business person who wants to make her organization better and also for the student who wants a working knowledge of organizational design. For both, the Organizational Consultant guides you throug...
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Full Text (via Internet Archive) |
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| Other Authors: | , , , |
| Format: | eBook |
| Language: | English |
| Published: |
Boston, Mass. :
Kluwer Academic Publishers,
℗♭1998.
|
| Edition: | 2nd ed. |
| Subjects: |
MARC
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| 050 | 0 | 4 | |a HD31 |b .B8524 1998 |
| 072 | 7 | |a HF |2 lcco | |
| 100 | 1 | |a Burton, Richard M. | |
| 245 | 1 | 0 | |a Strategic organizational diagnosis and design : |b developing theory for application / |c Richard M. Burton, B©ırge Obel ; with contributions by Starling D. Hunter III, Mikael S©ındergaard, and Dorthe D©ıjbak. |
| 250 | |a 2nd ed. | ||
| 260 | |a Boston, Mass. : |b Kluwer Academic Publishers, |c ℗♭1998. | ||
| 300 | |a 1 online resource (xx, 478 pages : |b illustrations |e 1 computer optical disc (4 3/4 in.)) | ||
| 336 | |a text |b txt |2 rdacontent. | ||
| 337 | |a computer |b c |2 rdamedia. | ||
| 338 | |a online resource |b cr |2 rdacarrier. | ||
| 500 | |a Title on disc: "Organization consultant" in strategic organizational diagnosis and design. | ||
| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | 0 | |g 1.2 |t What is an Organization? |g 2 -- |g 1.3 |t An Information Processing View of Organizations |g 4 -- |g 1.3.1 |t Neo-information Processing as a Basis for Organizational Design |g 7 -- |g 1.4 |t Strategic Organizational Design |g 9 -- |g 1.5.1 |t Fit Criteria for Designing the Knowledge Base |g 15 -- |g 1.5.1.1 |t Contingency Fit |g 16 -- |g 1.5.1.2 |t Situation Fit |g 17 -- |g 1.5.1.3 |t Design Parameter Fit |g 17 -- |g 1.5.1.4 |t Total Design Fit |g 18 -- |g 1.6 |t Creating a Knowledge Base from the Literature |g 19 -- |g 1.6.1 |t Composing the Knowledge Base |g 24 -- |g 1.7 |t The Organizational Consultant for Designing an Organization |g 31 -- |g 1.8 |t Validating Theory for Application |g 32 -- |g 1.8.1 |t The Foundation Expert System |g 34 -- |g 1.8.2 |t Validation and Continued Model Development |g 35 -- |g 1.8.3 |t A Process of Validation |g 36 -- |g 2. |t Describing the Organization for Design Purposes |g 41 -- |g 2.1.1 |t The Scandinavian Airline System (SAS) |g 42 -- |g 2.2 |t Organizational Configurations |g 45 -- |g 2.2.1 |t Simple Configuration |g 46 -- |g 2.2.2 |t Functional Configuration |g 48 -- |g 2.2.2.1 |t A Functional Organization |g 49 -- |g 2.2.3 |t Divisional Configuration |g 53 -- |g 2.2.3.1 |t A Divisional Organization |g 55 -- |g 2.2.4 |t Matrix Configuration |g 59 -- |g 2.2.4.1 |t A Matrix Organization |g 61 -- |g 2.2.5 |t Ad Hoc Configuration |g 64 -- |g 2.2.6 |t Bureaucracies |g 65 -- |g 2.2.7 |t International Configurations |g 66 -- |g 2.3 |t Organizational Complexity |g 68 -- |g 2.3.1 |t Horizontal Differentiation |g 69 -- |g 2.3.2 |t Vertical Differentiation |g 71 -- |g 2.3.3 |t Spatial Differentiation |g 72 -- |g 2.4 |t Formalization |g 73 -- |g 2.5 |t Centralization |g 75 -- |g 2.6 |t Coordination and Control |g 76 -- |g 2.7 |t The Organizational Structure of SAS |g 77 -- |g 3. |t Management and Leadership Style |g 83 -- |g 3.1.1 |t Management and Structure |g 84 -- |g 3.3 |t Management and Leadership Style as a Contingency |g 92 -- |g 3.3.1 |t Definition of Management and Leadership Style: Microinvolvement |g 92 -- |g 3.3.2 |t Management and Leadership Style as a Contingency Factor |g 99 -- |g 3.4 |t Managing the Management |g 104 -- |g 3.5 |t SAS: The Management Style of Carlzon and Stenberg |g 105 -- |g 4. |t Organizational Climate |g 111 -- |g 4.2 |t Climate and Culture |g 112 -- |g 4.3 |t Literature Review on Climate |g 117 -- |g 4.5 |t Measuring and Categorizing Climate |g 120 -- |g 4.6 |t Climate as a Contingency |g 124 -- |g 4.6.1 |t Describing a Group Climate |g 125 -- |g 4.6.2 |t The Group Climate Effects on Structure |g 126 -- |g 4.6.3 |t Describing the Developmental Climate |g 128 -- |g 4.6.4 |t Developmental Climate Effect on Structure |g 130 -- |g 4.6.5 |t Describing the Internal Process Climate |g 131 -- |g 4.6.6 |t Internal Process Climate Effects on Structure |g 133 -- |g 4.6.7 |t Describing the Rational Goal Climate |g 134 -- |g 4.6.8 |t Rational Goal Climate Effects on Structure |g 136 -- |g 4.7 |t Managing the Climate |g 137 -- |g 4.8 |t The Climate at SAS |g 138 -- |g 5. |t Size and Skill Capabilities |g 145 -- |g 5.2.1 |t Size: A Variety of Perceptions |g 146 -- |g 5.2.2 |t The Measurement of Size |g 147 -- |g 5.2.3 |t Size as Imperative |g 148 -- |g 5.2.4 |t An Information-Processing Perspective on Size |g 149 -- |g 5.3 |t The Effects of Size and Skill Capability on Organizational Structure |g 151 -- |g 5.3.1 |t Measuring Size and Skill Capability for Design Purposes |g 151 -- |g 5.3.2 |t Size as a Contingency |g 154 -- |g 5.3.2.1 |t Size Effects on Complexity |g 155 -- |g 5.3.2.2 |t Size Effects on Centralization |g 156 -- |g 5.3.2.3 |t Size Effects on Formalization |g 157 -- |g 5.3.2.4 |t Size Effects on Configuration |g 158 -- |g 5.4 |t Managing Size |g 160 -- |g 5.5 |t The Size of SAS |g 161 -- |g 6. |t The Environment |g 165 -- |g 6.2 |t Background and the Literature |g 167 -- |g 6.2.1 |t Measures of the Environment |g 167 -- |g 6.2.2 |t The Environment-Structure Relationship |g 171 -- |g 6.3 |t Describing the Environment: Equivocality, Uncertainty, Complexity, and Hostility |g 174 -- |g 6.4 |t Environment as a Contingency Factor |g 180 -- |g 6.5 |t Environmental Effects on Configuration, Coordination, Media Richness, and Incentives |g 190 -- |g 6.6 |t Operationalizations of the Environmental Measures |g 200 -- |g 6.7 |t Managing the Environment |g 202 -- |g 6.8 |t The SAS Environment |g 204 -- |g 7. |t Technology |g 211 -- |g 7.3 |t Technology as a Contingency |g 220 -- |g 7.3.1 |t Measuring Technology |g 220 -- |g 7.3.2 |t Technology as Contingency Factor |g 224 -- |g 7.3.2.1 |t Technology Effects on Formalization |g 225 -- |g 7.3.2.2 |t Technology Effects on Centralization |g 226 -- |g 7.3.2.3 |t Technology effects on Organizational Complexity |g 227 -- |g 7.3.2.4 |t Technology Effects on Configuration |g 229 -- |g 7.3.2.5 |t Technology Effects on Coordination and Control Mechanisms |g 232 -- |g 7.4 |t Managing Technology |g 234 -- |g 7.5 |t The Technology of SAS |g 236 -- |g 8. |t Strategy |g 241 -- |g 8.2.1 |t Structure Follows Strategy |g 241 -- |g 8.2.2 |t The Counter Proposition: Strategy Follows Structure |g 243 -- |g 8.2.3 |t Fit: Strategy and Structure |g 245 -- |g 8.3 |t Definition of Strategy |g 248 -- |g 8.4 |t The Two-Stage Model: Description, Strategy, Structure |g 254 -- |g 8.5 |t The Propositions for Strategy Description |g 255 -- |g 8.5.1 |t Describing a Prospector |g 257 -- |g 8.5.2 |t Prospector Effects on Structure |g 259 -- |g 8.5.3 |t Describing an Analyzer Without Innovation |g 260 -- |g 8.5.4 |t Analyzer Without Innovation Effects on Structure |g 262 -- |g 8.5.5 |t Describing Analyzer with Innovation |g 263 -- |g 8.5.6 |t Analyzer with Innovation Effects on Structure |g 265 -- |g 8.5.7 |t Describing a Defender |g 266 -- |g 8.5.8 |t Defender Effects on Structure |g 267 -- |g 8.5.9 |t Reactor Strategy |g 269 -- |g 8.6 |t International Dimensions |g 270 -- |g 8.7 |t Choosing the Right Strategy |g 271 -- |g 8.8 |t The Strategy of SAS |g 272 -- |g 9. |t Organizational Design: A Synthesis |g 281 -- |g 9.2 |t Diagnosis and Design |g 282 -- |g 9.3 |t Contingency Fit |g 286 -- |g 9.3.1 |t The Simple Configuration |g 286 -- |g 9.3.2 |t The Functional Configuration |g 288 -- |g 9.3.3 |t Divisional Configuration |g 290 -- |g 9.3.4 |t Matrix Configuration |g 291 -- |g 9.3.5 |t Ad Hoc Configuration |g 292 -- |g 9.3.6 |t The Professional Bureaucracy |g 294 -- |g 9.3.7 |t The Machine Bureaucracy |g 295 -- |g 9.3.8 |t Organizational Complexity |g 296 -- |g 9.3.9 |t Formalization |g 299 -- |g 9.3.10 |t Centralization |g 303 -- |g 9.3.11 |t Coordination and Control |g 307 -- |g 9.3.12 |t Media Richness and Incentives |g 308 -- |g 9.4 |t Situation Fits and Misfits |g 308 -- |g 9.5 |t Design Parameter Fit |g 319 -- |g 9.6 |t Total Design Fit |g 320 -- |g 9.7 |t Designing the Organization |g 325 -- |g 9.7.1 |t Design is Lifecycle Management: Evolution and Revolution |g 327 -- |g 9.7.2 |t Design is Exploration and Exploitation |g 332 -- |g 9.7.3 |t Design is Learning |g 335 -- |g 9.8 |t SAS |g 338 -- |g 9.9 |t SAS and the Lifecycle |g 341 -- |g 10. |t Using the Organizational Consultant |g 347 -- |g 10.2 |t Practical Organizational Diagnosis and Design |g 349 -- |g 10.3 |t Alignment of the Understanding of the Organization's Situation |g 351 -- |g 10.4 |t What Can We Learn By Doing? |g 351 -- |g 10.5 |t Cases |g 354 -- |g 10.6 |t Organizational Consultant Setup |g 355 -- |g 11. |t Using Publicly-Available Information for Strategic Organizational Diagnosis and Design |g 357 -- |g 11.2 |t Data Sources, Collection and Analysis |g 357 -- |g 11.2.1 |t Description of Data Sources |g 357 -- |g 11.2.2 |t Content Analysis Approach |g 360 -- |g 11.3 |t Company Profile |g 362 -- |g 11.4 |t Discussion of Answers to OrgCon Questions |g 364 -- |g 11.4.1 |t Environment |g 364 -- |g 11.4.2 |t Strategy |g 366 -- |g 11.4.3 |t Technology |g 370 -- |g 11.4.4 |t Product Diversity |g 373 -- |g 11.4.5 |t Climate |g 375 -- |g 11.4.6 |t Management Preferences |g 377 -- |g 11.4.7 |t Size |g 379 -- |g 11.4.8 |t Age and Ownership |g 380 -- |g 11.4.9 |t Current Configuration |g 380 -- |g 11.4.10 |t Current Complexity |g 380 -- |g 11.4.11 |t Current Formalization |g 383 -- |g 11.4.12 |t Current Centralization |g 385 -- |g 11.5 |t Total Organizational Analysis |g 386 -- |g 11.5.1 |t Size |g 386 -- |g 11.5.2 |t Climate |g 386 -- |g 11.5.3 |t Management Style |g 387 -- |g 11.5.4 |t Strategy |g 388 -- |g 11.5.5 |t Current Organizational Characteristics |g 388 -- |g 11.5.6 |t Situation Misfits |g 389 -- |g 11.5.7 |t Organizational Consultant Recommendations |g 389 -- |g 11.5.8 |t Organizational Configurations |g 389 -- |g 11.5.9 |t Organizational Characteristics |g 390 -- |g 11.5.10 |t Organizational Misfits |g 392 -- |g 11.5.11 |t More Detailed Recommendations |g 392 -- |g 11.6 |t Detailed Discussion of Organizational and Situational Misfits |g 392 -- |g 12. |t Oticon |g 399 -- |g 12.2 |t Case 1: The Top Management Group That Got Fired .. |
| 505 | 0 | 0 | |t by Itself |g 399 -- |g 12.2.1 |t The Demant Era |g 400 -- |g 12.2.2 |t Growth and Expansion in The Seventies |g 401 -- |g 12.2.3 |t Technology Changes in the Eighties |g 402 -- |g 12.2.4 |t The Difference Between Behind The Ear and In The Ear Aids |g 403 -- |g 12.2.5 |t External Influences Leading to Internal Weaknesses |g 404 -- |g 12.2.6 |t Need for Changes |g 406 -- |g 12.2.7 |t One Must Take the Good with the Bad |g 407 -- |g 12.2.8 |t Kolind's Style |g 407 -- |g 12.2.9 |t Reductions, Cut Backs and the New Oticon |g 409 -- |g 12.3 |t Case 2: The Spaghetti That Became Revolutionary |g 410 -- |g 12.3.1 |t What Made Kolind Think of Spaghetti? |g 410 -- |g 12.3.2 |t Holly, Ivy and Unthinkable Thoughts |g 411 -- |g 12.3.3 |t Realizing the Unthinkable |g 412 -- |g 12.3.4 |t Implementation of the Undefinable |g 413 -- |g 12.3.5 |t The Physical and Psychic Influences |g 414 -- |g 12.3.6 |t The Computer Network and the Paperless Office |g 415 -- |g 12.3.7 |t Spaghetti Sometimes Gets Sticky |g 416 -- |g 12.3.8 |t Spaghetti in Action |g 417 -- |g 12.4 |t Case 3: What Happens if the Spaghetti Gets Cold? |g 419 -- |g 12.4.1 |t Kolind's Management Style |g 419 -- |g 12.4.2 |t How to Get Value for Values |g 420 -- |g 12.4.3 |t Interaction and Integration |g 421 -- |g 12.4.4 |t Thisted's Role in the Spaghetti |g 422 -- |g 12.4.5 |t Spaghetti for All Nationalities |g 423 -- |g 12.4.6 |t How to Become Part of the Spaghetti |g 424 -- |g 12.4.7 |t More Control than Meets the Eye |g 425 -- |g 12.4.8 |t The Transparent Office |g 426 -- |g 12.4.9 |t Authority Versus Group Mentality |g 427 -- |g 12.4.10 |t Enthusiastic Salaries |g 427 -- |g 12.4.11 |t It Takes More than Success to Prevent Failure |g 428 -- |g 12.5 |t Case 4: Scouts are More Attractive |g 430 -- |g 13.2 |t ABB Electromechanical Meters |g 440 -- |g 13.2.2 |t The Electromechanical Meter Organization |g 441 -- |g 13.2.3 |t Manufacturing |g 442 -- |g 13.2.4 |t Design Engineering |g 443 -- |g 13.2.5 |t Marketing |g 443 -- |g 13.2.6 |t Intergroup Communications |g 443 -- |g 13.2.7 |t Managerial Responsibilities |g 444 -- |g 13.3 |t Duke University Press |g 445 -- |g 13.3.1 |t Organizational Description |g 445. |
| 520 | |a The Organizational Consultant (CD attached) together with the book provide a managerial toolkit for the business person who wants to make her organization better and also for the student who wants a working knowledge of organizational design. For both, the Organizational Consultant guides you through cases or your own organization to analyze the company; it contains comments and help which tell you why and directs you to in-depth discussion on the concepts applied. Building intuition about theory through application is the approach. | ||
| 538 | |a System requirements for accompanying computer disc: IBM-compatible PC; Microsoft windows; CD-ROM drive. | ||
| 650 | 0 | |a Organization. | |
| 650 | 0 | |a Corporate culture. | |
| 650 | 0 | |a Psychology, Industrial. | |
| 650 | 7 | |a Organization. |2 fast |0 (OCoLC)fst01047777. | |
| 650 | 7 | |a Corporate culture. |2 fast |0 (OCoLC)fst00879624. | |
| 650 | 7 | |a Psychology, Industrial. |2 fast |0 (OCoLC)fst01081592. | |
| 700 | 1 | |a Obel, B©ırge. | |
| 700 | 1 | |a Hunter, Starling. | |
| 700 | 1 | |a S©ındergaard, Mikael. | |
| 700 | 1 | |a Hakonsson, Dorthe D©ıjbak. | |
| 700 | 1 | 2 | |a Burton, Richard M. |t Organizational consultant. |
| 856 | 4 | 0 | |u https://archive.org/details/strategicorganiz0000burt |z Full Text (via Internet Archive) |
| 907 | |a .b113140654 |b 07-01-20 |c 07-01-20 | ||
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| 952 | f | f | |p Can circulate |a University of Colorado Boulder |b Online |c Online |d Online |e HD31 .B8524 1998 |h Library of Congress classification |i web |n 1 |