Strategic organizational diagnosis and design: developing theory for application
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Boston u.a.
Kluwer
1998
|
| Ausgabe: | 2. ed. |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008432395&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | XX, 478 S. graph. Darst. 1 CD-ROM (12 cm) |
| ISBN: | 0792382293 0792382471 |
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| 100 | 1 | |a Burton, Richard M. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Strategic organizational diagnosis and design |b developing theory for application |c Richard M. Burton ; Børge Obel |
| 250 | |a 2. ed. | ||
| 264 | 1 | |a Boston u.a. |b Kluwer |c 1998 | |
| 300 | |a XX, 478 S. |b graph. Darst. |e 1 CD-ROM (12 cm) | ||
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| 650 | 7 | |a Planification stratégique |2 ram | |
| 650 | 4 | |a Psychologie du travail | |
| 650 | 7 | |a Sociologie des organisations |2 ram | |
| 650 | 4 | |a Führung | |
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| 650 | 4 | |a Organization | |
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Datensatz im Suchindex
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|---|---|
| DE-BY-TUM_katkey | 1357578 |
| DE-BY-TUM_location | 01 |
| DE-BY-TUM_media_number | 040020136456 |
| _version_ | 1821932610037743616 |
| adam_text | Table of Contents
Preface xv
1. Introduction 1
1.1 Introduction 1
1.2 What is an Organization? 2
1.3 An Information Processing View of Organizations 4
1.3.1 Neo information Processing as a Basis for
Organizational Design 7
1.4 Strategic Organizational Design 9
1.5 The Basic Features 11
1.5.1 Fit Criteria for Designing the Knowledge Base 15
1.5.1.1 Contingency Fit 16
1.5.1.2 Situation Fit 17
1.5.1.3 Design Parameter Fit 17
1.5.1.4 Total Design Fit 18
1.6 Creating a Knowledge Base from the Literature 19
1.6.1 Composing the Knowledge Base 24
1.7 The Organizational Consultant for Designing an Organization 31
1.8 Validating Theory for Application 32
1.8.1 The Foundation Expert System 34
1.8.2 Validation and Continued Model Development 35
1.8.3 A Process of Validation 36
1.9. Summary 37
2. Describing the Organization for Design Purposes 41
2.1 Introduction 41
2.1.1 The Scandinavian Airline System (SAS) 42
2.2 Organizational Configurations 45
2.2.1 Simple Configuration 46
2.2.2 Functional Configuration 48
yjjj Table of Contents
2.2.2.1 A Functional Organization 49
2.2.3 Divisional Configuration 53
2.2.3.1 A Divisional Organization 55
2.2.4 Matrix Configuration 59
2.2.4.1 A Matrix Organization 61
2.2.5 Ad Hoc Configuration 64
2.2.6 Bureaucracies 65
2.2.7 International Configurations 66
2.3 Organizational Complexity 68
2.3.1 Horizontal Differentiation 69
2.3.2 Vertical Differentiation 71
2.3.3 Spatial Differentiation 72
2.4 Formalization 73
2.5 Centralization 75
2.6 Coordination and Control 76
2.7 The Organizational Structure of SAS 77
2.8 Summary 80
3. Management and Leadership Style 83
3.1 Introduction 83
3.1.1 Management and Structure 84
3.2 Literature Review 86
3.3 Management and Leadership Style as a Contingency 92
3.3.1 Definition of Management and Leadership Style:
Microinvolvement 92
3.3.2 Management and Leadership Style as a
Contingency Factor 99
3.4 Managing the Management 104
3.5 SAS: The Management Style of Carlzon and Stenberg 105
3.6 Summary 108 f
4. Organizational Climate Ill
4.1 Introduction 111
4.2 Climate and Culture 112
4.3 Literature Review on Climate 117
4.5 Measuring and Categorizing Climate 120
4.6 Climate as a Contingency 124
4.6.1 Describing a Group Climate 125
4.6.2 The Group Climate Effects on Structure 126
Table of Contents ix
4.6.3 Describing the Developmental Climate 128
4.6.4 Developmental Climate Effect on Structure 130
4.6.5 Describing the Internal Process Climate 131
4.6.6 Internal Process Climate Effects on Structure 133
4.6.7 Describing the Rational Goal Climate 134
4.6.8 Rational Goal Climate Effects on Structure 136
4.7 Managing the Climate 137
4.8 The Climate at SAS 138
4.9 Summary 140
5. Size and Skill Capabilities 145
5.1 Introduction 145
5.2 A Literature Review 146
5.2.1 Size: A Variety of Perceptions 146
5.2.2 The Measurement of Size 147
5.2.3 Size as Imperative 148
5.2.4 An Information Processing Perspective on Size 149
5.3 The Effects of Size and Skill Capability on Organizational
Structure 151
5.3.1 Measuring Size and Skill Capability for
Design Purposes 151
5.3.2 Size as a Contingency 154
5.3.2.1 Size Effects on Complexity 155
5.3.2.2 Size Effects on Centralization 156
5.3.2.3 Size Effects on Formalization 157
5.3.2.4 Size Effects on Configuration 158
5.4 Managing Size 160
5.5 The Size of SAS 161
5.6 Summary 162
6. The Environment 165
6.1 Introduction 165
6.2 Background and the Literature 167
6.2.1 Measures of the Environment 167
6.2.2 The Environment Structure Relationship 171
6.3 Describing the Environment: Equivocality, Uncertainty,
Complexity, and Hostility 174
6.4 Environment as a Contingency Factor 180
x Table of Contents
6.5 Environmental Effects on Configuration, Coordination,
Media Richness, and Incentives 190
6.6 Operationalizations of the Environmental Measures 200
6.7 Managing the Environment 202
6.8 The SAS Environment 204
6.9 Summary 207
7. Technology 211
7.1 Introduction 211
7.2 A Literature Review 212
7.3 Technology as a Contingency 220
7.3.1 Measuring Technology 220
7.3.2 Technology as Contingency Factor 224
7.3.2.1 Technology Effects on Formalization 225
7.3.2.2 Technology Effects on Centralization 226
7.3.2.3 Technology effects on Organizational
Complexity 227
7.3.2.4 Technology Effects on Configuration 229
7.3.2.5 Technology Effects on Coordination and
Control Mechanisms 232
7.4 Managing Technology 234
7.5 The Technology of SAS 236
7.6 Summary 238
8. Strategy 241
8.1 Introduction 241
8.2 A Literature Review 241
8.2.1 Structure Follows Strategy 241
8.2.2 The Counter Proposition: Strategy Follows Structure 243
8.2.3 Fit: Strategy and Structure 245
8.3 Definition of Strategy 248
8.4 The Two Stage Model: Description, Strategy, Structure 254
8.5 The Propositions for Strategy Description 255
8.5.1 Describing a Prospector 257
8.5.2 Prospector Effects on Structure 259
8.5.3 Describing an Analyzer Without Innovation 260
8.5.4 Analyzer Without Innovation Effects on Structure . . . 262
8.5.5 Describing Analyzer with Innovation 263
8.5.6 Analyzer with Innovation Effects on Structure 265
Table of Contents xi
8.5.7 Describing a Defender 266
8.5.8 Defender Effects on Structure 267
8.5.9 Reactor Strategy 269
8.6 International Dimensions 270
8.7 Choosing the Right Strategy 271
8.8 The Strategy of SAS 272
8.9 Summary 276
9. Organizational Design: A Synthesis 281
9.1 Introduction 281
9.2 Diagnosis and Design 282
9.3 Contingency Fit 286
9.3.1 The Simple Configuration 286
9.3.2 The Functional Configuration 288
9.3.3 Divisional Configuration 290
9.3.4 Matrix Configuration 291
9.3.5 Ad Hoc Configuration 292
9.3.6 The Professional Bureaucracy 294
9.3.7 The Machine Bureaucracy 295
9.3.8 Organizational Complexity 296
9.3.9 Formalization 299
9.3.10 Centralization 303
9.3.11 Coordination and Control 307
9.3.12 Media Richness and Incentives 308
9.4 Situation Fits and Misfits 308
9.5 Design Parameter Fit 319
9.6 Total Design Fit 320
9.7 Designing the Organization 325
9.7.1 Design is Lifecycle Management: Evolution
and Revolution 327
9.7.2 Design is Exploration and Exploitation 332
9.7.3 Design is Learning 335
9.8 SAS 338
9.9 SAS and the Lifecycle 341
9.10 Summary 342
10. Using the Organizational Consultant 347
10.1 Introduction 347
10.2 Practical Organizational Diagnosis and Design 349
xii Table of Contents
10.3 Alignment of the Understanding of the Organization s
Situation 351
10.4 What Can We Learn By Doing? 351
10.5 Cases 354
10.6 Organizational Consultant Setup 355
11. Using Publicly Available Information for Stra¬
tegic Organizational Diagnosis and Design — 357
11.1 Introduction 357
11.2 Data Sources, Collection and Analysis 357
11.2.1 Description of Data Sources 357
11.2.2 Content Analysis Approach 360
11.3 Company Profile 362
11.4 Discussion of Answers to OrgCon Questions 364
11.4.1 Environment 364
11.4.2 Strategy 366
11.4.3 Technology 370
11.4.4 Product Diversity 373
11.4.5 Climate 375
11.4.6 Management Preferences 377
11.4.7 Size 379
11.4.8 Age and Ownership 380
11.4.9 Current Configuration 380
11.4.10 Current Complexity 380
11.4.11 Current Formalization 383
11.4.12 Current Centralization 385
11.5 Total Organizational Analysis 386
11.5.1 Size 386
11.5.2 Climate 386
11.5.3 Management Style 387
11.5.4 Strategy 388
11.5.5 Current Organizational Characteristics 388
11.5.6 Situation Misfits 389
11.5.7 Organizational Consultant Recommendations 389
11.5.8 Organizational Configurations 389
11.5.9 Organizational Characteristics 390
11.5.10 Organizational Misfits 392
11.5.11 More Detailed Recommendations 392
11.6 Detailed Discussion of Organizational and Situational Misfits 392
Table of Contents jriii
12. Oticon 399
12.1 Introduction 399
12.2 Case 1: The Top Management Group That Got Fired
... by Itself 399
12.2.1 The Demant Era 400
12.2.2 Growth and Expansion in The Seventies 401
12.2.3 Technology Changes in the Eighties 402
12.2.4 The Difference Between Behind The Ear
and In The Ear Aids 403
12.2.5 External Influences Leading to Internal Weaknesses 404
12.2.6 Need for Changes 406
12.2.7 One Must Take the Good with the Bad 407
12.2.8 Kolind s Style 407
12.2.9 Reductions, Cut Backs and the New Oticon 409
12.2.10 Questions for Consideration 409
12.3 Case 2: The Spaghetti That Became Revolutionary 410
12.3.1 What Made Kolind Think of Spaghetti? 410
12.3.2 Holly, Ivy and Unthinkable Thoughts 411
12.3.3 Realizing the Unthinkable 412
12.3.4 Implementation of the Undefinable 413
12.3.5 The Physical and Psychic Influences 414
12.3.6 The Computer Network and the Paperless Office 415
12.3.7 Spaghetti Sometimes Gets Sticky 416
12.3.8 Spaghetti in Action 417
12.3.9 Questions for Consideration 418
12.4 Case3: What Happens if the Spaghetti Gets Cold? 419
12.4.1 Kolind s Management Style 419
12.4.2 How to Get Value for Values 420
12.4.3 Interaction and Integration 421
12.4.4 Thisted s Role in the Spaghetti 422
12.4.5 Spaghetti for All Nationalities 423
12.4.6 How to Become Part of the Spaghetti 424
12.4.7 More Control than Meets the Eye 425
12.4.8 The Transparent Office 426
12.4.9 Authority Versus Group Mentality 427
12.4.10 Enthusiastic Salaries 427
12.4.11 It Takes More than Success to Prevent Failure 428
12.4.12 Questions for Consideration 429
12.5 Case 4: Scouts are More Attractive 430
12.5.1 Questions for Consideration 432
xjy Table of Contents
Appendix 1 433
Appendix 2 434
Appendix 3 435
13. Sample Cases and Exercises 439
13.1 Introduction 439
13.2 ABB Electromechanical Meters 440
13.2.1 Background 440
13.2.2 The Electromechanical Meter Organization 441
13.2.3 Manufacturing 442
13.2.4 Design Engineering 443
13.2.5 Marketing 443
13.2.6 Intergroup Communications 443
13.2.7 Managerial Responsibilities 444
13.2.8 Questions for Consideration 444
13.3 Duke University Press 445
13.3.1 Organizational Description 445
13.3.2 Questions for Consideration 449
13.4 GTE Government Systems Mobile Subscriber
Equipment Division 449
13.4.1 Background and Issues 449
13.4.2 Analysis 451
13.4.3 Questions for Consideration 452
13.5 Bluestone Group, Inc 452
13.5.1 Background 453
13.5.2 Part I 455
13.5.2.1 Current Organization 455
13.5.3 Part II 456
13.5.3.1 Goals and Objectives of the Dominant
Coalition 457
13.5.3.2 Environment 457
13.5.3.3 Work flow and Technologies Used 458
13.5.3.4 Existing Organizational structure 459
13.5.4 Questions for Consideration 460
Subject Index 463
|
| any_adam_object | 1 |
| author | Burton, Richard M. Obel, Børge 1948- |
| author_GND | (DE-588)109908805 |
| author_facet | Burton, Richard M. Obel, Børge 1948- |
| author_role | aut aut |
| author_sort | Burton, Richard M. |
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| building | Verbundindex |
| bvnumber | BV012426681 |
| callnumber-first | H - Social Science |
| callnumber-label | HD31 |
| callnumber-raw | HD31 |
| callnumber-search | HD31 |
| callnumber-sort | HD 231 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 340 |
| classification_tum | WIR 550f |
| ctrlnum | (OCoLC)39368392 (DE-599)BVBBV012426681 |
| dewey-full | 302.3/5 |
| dewey-hundreds | 300 - Social sciences |
| dewey-ones | 302 - Social interaction |
| dewey-raw | 302.3/5 |
| dewey-search | 302.3/5 |
| dewey-sort | 3302.3 15 |
| dewey-tens | 300 - Social sciences |
| discipline | Soziologie Wirtschaftswissenschaften |
| edition | 2. ed. |
| format | Book |
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| id | DE-604.BV012426681 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T10:30:06Z |
| institution | BVB |
| isbn | 0792382293 0792382471 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-008432395 |
| oclc_num | 39368392 |
| open_access_boolean | |
| owner | DE-20 DE-91G DE-BY-TUM DE-526 DE-83 |
| owner_facet | DE-20 DE-91G DE-BY-TUM DE-526 DE-83 |
| physical | XX, 478 S. graph. Darst. 1 CD-ROM (12 cm) |
| publishDate | 1998 |
| publishDateSearch | 1998 |
| publishDateSort | 1998 |
| publisher | Kluwer |
| record_format | marc |
| spellingShingle | Burton, Richard M. Obel, Børge 1948- Strategic organizational diagnosis and design developing theory for application Culture d'entreprise Efficacité de l'organisation ram Leadership ram Organisatiecultuur gtt Organisatieonderzoek gtt Organisatieontwikkeling gtt Organisation Planification stratégique ram Psychologie du travail Sociologie des organisations ram Führung Corporate culture Organization Psychology, Industrial Strategisches Management (DE-588)4124261-0 gnd Kontingenztheorie (DE-588)4247907-1 gnd Organisationsgestaltung (DE-588)4115462-9 gnd Organisationsplanung (DE-588)4121432-8 gnd Organisationskultur (DE-588)4115463-0 gnd Unternehmenskultur (DE-588)4131484-0 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4247907-1 (DE-588)4115462-9 (DE-588)4121432-8 (DE-588)4115463-0 (DE-588)4131484-0 |
| title | Strategic organizational diagnosis and design developing theory for application |
| title_auth | Strategic organizational diagnosis and design developing theory for application |
| title_exact_search | Strategic organizational diagnosis and design developing theory for application |
| title_full | Strategic organizational diagnosis and design developing theory for application Richard M. Burton ; Børge Obel |
| title_fullStr | Strategic organizational diagnosis and design developing theory for application Richard M. Burton ; Børge Obel |
| title_full_unstemmed | Strategic organizational diagnosis and design developing theory for application Richard M. Burton ; Børge Obel |
| title_short | Strategic organizational diagnosis and design |
| title_sort | strategic organizational diagnosis and design developing theory for application |
| title_sub | developing theory for application |
| topic | Culture d'entreprise Efficacité de l'organisation ram Leadership ram Organisatiecultuur gtt Organisatieonderzoek gtt Organisatieontwikkeling gtt Organisation Planification stratégique ram Psychologie du travail Sociologie des organisations ram Führung Corporate culture Organization Psychology, Industrial Strategisches Management (DE-588)4124261-0 gnd Kontingenztheorie (DE-588)4247907-1 gnd Organisationsgestaltung (DE-588)4115462-9 gnd Organisationsplanung (DE-588)4121432-8 gnd Organisationskultur (DE-588)4115463-0 gnd Unternehmenskultur (DE-588)4131484-0 gnd |
| topic_facet | Culture d'entreprise Efficacité de l'organisation Leadership Organisatiecultuur Organisatieonderzoek Organisatieontwikkeling Organisation Planification stratégique Psychologie du travail Sociologie des organisations Führung Corporate culture Organization Psychology, Industrial Strategisches Management Kontingenztheorie Organisationsgestaltung Organisationsplanung Organisationskultur Unternehmenskultur |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008432395&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT burtonrichardm strategicorganizationaldiagnosisanddesigndevelopingtheoryforapplication AT obelbørge strategicorganizationaldiagnosisanddesigndevelopingtheoryforapplication |
Inhaltsverzeichnis
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Teilbibliothek Mathematik & Informatik
| Signatur: |
0102 WIR 550f 2001 A 9142 Lageplan |
|---|---|
| Exemplar 1 | Ausleihbar Am Standort |