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ISBN 10: 1285866347
ISBN 13: 978-1285866345
Author: Richard Daft
Discover the most progressive thinking about organizations today as acclaimed author Richard Daft balances recent, innovative ideas with proven classic theories and effective business practices. Daft’s best-selling ORGANIZATION THEORY AND DESIGN presents a captivating, compelling snapshot of contemporary organizations and the concepts driving their success that will immediately engage any reader. Recognized as one of the most systematic, well-organized texts in the market, ORGANIZATION THEORY AND DESIGN helps both future and current managers thoroughly prepare for the challenges of today’s business world. This revision showcases some of today’s most current examples and research alongside time-tested principles. Readers see how many of today’s well-known organizations thrive amidst a rapidly changing, highly competitive international environment. New learning features provide opportunities for readers to apply concepts and refine personal business skills and insights.
Organization Theory and Design 12th Table of contents:
Part 1. Introduction to Organizations
Chapter 1. Organizations and Organization Design
A Look Inside Xerox Corporation
What Went Wrong?
Entering the Digital Era
The Culture Problem
Shaking Up a Century-Old Company
“We No Longer Make Copiers”
Organization Design in Action
Topics
Current Challenges
Purpose of This Chapter
What Is an Organization?
Definition
From Multinationals to Nonprofits
Importance of Organizations
Dimensions of Organization Design
Structural Dimensions
Contingency Factors
Performance and Effectiveness Outcomes
The Evolution of Organization Design
Historical Perspectives
It All Depends: Key Contingencies
The Contrast of Organic and Mechanistic Designs
Contemporary Design Ideas: Radical Decentralization
Framework for the Book
Levels of Analysis
Plan of the Book
Plan of Each Chapter
Design Essentials
Key Concepts.
Discussion Questions.
Chapter 1 Workshop. Measuring Dimensions of Organization
Case for Analysis. It Isn’t So Simple: Infrastructure Change at Royce Consulting
Part 2. Organization Purpose and Structural Design
Chapter 2. Strategy, Organization Design, and Effectiveness
The Role of Strategic Direction in Organization Design
Organizational Purpose
Strategic Intent
Operating Goals
Goal Conflict and the Hybrid Organization
The Importance of Goals
Two Frameworks for Selecting Strategy and Design
Porter’s Competitive Strategies
Miles and Snow’s Strategy Typology
How Strategies Affect Organization Design
Other Contingency Factors Affecting Organization Design
Assessing Organizational Effectiveness
Definition
Who Decides?
Four Effectiveness Approaches
Goal Approach
Resource-Based Approach
Internal Process Approach
Strategic Constituents Approach
An Integrated Effectiveness Model
Design Essentials
Key Concepts.
Discussion Questions.
Chapter 2 Workshop. Identify Your Goal Preferences
Case for Analysis. The Venable Museum of Art
Case for Analysis. Covington Corrugated Parts & Services
Chapter 3. Fundamentals of Organization Structure
Organization Structure
Information-Sharing Perspective on Structure
Centralized versus Decentralized
Vertical Information Sharing
Horizontal Information Sharing and Collaboration
Relational Coordination
Organization Design Alternatives
Required Work Activities
Reporting Relationships
Departmental Grouping Options
Functional, Divisional, and Geographic Designs
Functional Structure
Functional Structure with Horizontal Linkages
Divisional Structure
Geographic Structure
Matrix Structure
Conditions for the Matrix
Strengths and Weaknesses
Horizontal Structure
Characteristics
Strengths and Weaknesses
Virtual Networks and Outsourcing
How the Structure Works
Strengths and Weaknesses
Hybrid Structure
Applications of Structural Design
Structural Alignment
Symptoms of Structural Deficiency
Design Essentials
Key Concepts.
Discussion Questions.
Chapter 3 Workbook. You and Organization Structure
Case for Analysis. C & C Grocery Stores, Inc.
Case for Analysis. Aquarius Advertising Agency
Part 3. Open System Design Elements
Chapter 4. The External Environment
The Organization’s Environment
Task Environment
General Environment
International Environment
The Changing Environment
Complexity
Dynamism
Framework
Adapting to Complexity and Dynamism
Adding Positions and Departments
Building Relationships
Differentiation and Integration
Organic versus Mechanistic Management Processes
Planning, Forecasting, and Responsiveness
Framework for Adapting to Complexity and Dynamism
Dependence on Financial Resources
Influencing Financial Resources
Establishing Formal Relationships
Influencing Key Sectors
Organization–Environment Integrative Framework
Design Essentials
Key Concepts.
Discussion Questions.
Chapter 4 Workshop. Organizations You Rely On
Case for Analysis. CPI Corporation: What Happened?
Case for Analysis. The Paradoxical Twins: Acme and Omega Electronics
Chapter 5. Interorganizational Relationships
Organizational Ecosystems
Is Competition Dead?
The Changing Role of Management
Interorganizational Framework
Resource Dependence
Types of Resource-Dependence Relationships
Power Implications
Collaborative Networks
Why Collaboration?
From Adversaries to Partners
Population Ecology
What Hinders Adaptation?
Organizational Form and Niche
Process of Ecological Change
Strategies for Survival
Institutionalism
The Institutional View and Organization Design
Institutional Similarity
Design Essentials
Key Concepts.
Discussion Questions.
Chapter 5 Workshop. The Shamatosi
Case for Analysis. Why is Cooperation So Hard?
Case for Analysis. Oxford Plastics Company
Chapter 6. Designing Organizations for the International Environment
Entering the Global Arena
Motivations for Global Expansion
Stages of International Development
Global Expansion Through International Alliances and Acquisitions
The Challenges of Global Design
Increased Complexity and Differentiation
Increased Need for Coordination
More Difficult Transfer of Knowledge and Innovation
Designing Structure to Fit Global Strategy
Strategies for Global versus Local Opportunities
International Division
Global Product Division Structure
Global Geographic Division Structure
Global Matrix Structure
Additional Global Coordination Mechanisms
Global Teams
Headquarters Planning
Expanded Coordination Roles
Benefits of Coordination
The Transnational Model of Organization
Design Essentials
Key Concepts.
Discussion Questions.
Chapter 6 Workshop. Made in the U.S.A.?
Case for Analysis. TopDog Software
Case for Analysis. Rhodes Industries
Part 4. Internal Design Elements
Chapter 7. Manufacturing and Service Technologies
Core Organization Manufacturing Technology
Manufacturing Firms
Strategy, Technology, and Performance
Contemporary Applications
Trends
The Smart Factory
Lean Manufacturing
Performance and Structural Implications
Core Organization Service Technology
Service Firms
Designing the Service Organization
Noncore Departmental Technology
Variety
Analyzability
Framework
Department Design
Workflow Interdependence Among Departments
Types
Structural Priority
Structural Implications
Sociotechnical Systems
Design Essentials
Key Concepts.
Discussion Questions.
Chapter 7 Workshop. Bistro Technology
Case for Analysis. AV Corporate: Software Tool Project
Chapter 8. Technology for Control, Social Business, and Big Data
Information Technology Evolution
The Philosophy and Focus of Control Systems
The Changing Philosophy of Control
Feedback Control Model
Organization Level: The Balanced Scorecard
Department Level: Behavior versus Outcome Control
Facilitating Employee Coordination and Efficiency
Knowledge Management
Social Network Analysis
Adding Strategic Value
Social Business
Structural Design for Social Business
Big Data
Big Data and Organization Structure
Impact on Organization Design
Design Essentials
Key Concepts.
Discussion Questions.
Chapter 8 Workshop. Balanced Scorecard Exercise
Case for Analysis. Century Medical
Case for Analysis. Is Anybody Listening?
Chapter 9. Organization Size, Life Cycle, and Decline
Organization Size: Is Bigger Better?
Pressures for Growth
Dilemmas of Large Size
Organizational Life Cycle
Stages of Life-Cycle Development
Organizational Characteristics During the Life Cycle
Organizational Size, Bureaucracy, and Control
What Is Bureaucracy?
Size and Structural Control
Bureaucracy in a Changing World
Organizing Temporary Systems
Other Approaches to Busting Bureaucracy
Bureaucracy versus Other Forms of Control
Bureaucratic Control
Market Control
Clan Control
Organizational Decline and Downsizing
Definition and Causes
A Model of Decline Stages
Downsizing Implementation
Design Essentials
Key Concepts.
Discussion Questions.
Chapter 9 Workshop. Classroom Control
Case for Analysis. Yahoo: “Get to Work!”
Case for Analysis. Sunflower Incorporated
Part 5. Managing Dynamic Processes
Chapter 10. Organizational Culture and Ethical Values
Organizational Culture
What Is Culture?
Emergence and Purpose of Culture
Interpreting Culture
Organization Design and Culture
The Adaptability Culture
The Mission Culture
The Clan Culture
The Bureaucratic Culture
Culture Strength and Organizational Subcultures
Constructive Culture, Learning, and Performance
Ethical Values and Social Responsibility
Sources of Individual Ethical Principles
Managerial Ethics
Corporate Social Responsibility
Does It Pay to Be Good?
How Managers Shape Culture and Ethics
Values-Based Leadership
Formal Structure and Systems
Corporate Culture and Ethics in a Global Environment
Design Essentials
Key Concepts.
Discussion Questions.
Chapter 10 Workshop. The Power of Ethics
Case for Analysis. Implementing Change at National Industrial Products
Case for Analysis. The Boys versus Corporate
Chapter 11. Innovation and Change
The Strategic Role of Change
Innovate or Fail
Strategic Types of Innovation and Change
Elements for Successful Change
Technology Change
The Ambidextrous Approach
The Bottom-Up Approach
Techniques for Encouraging Technology Change
New Products and Services
New Product Success Rate
Reasons for New Product Success
Horizontal Coordination Model
Open Innovation and Crowdsourcing
Achieving Competitive Advantage: The Need for Speed
Strategy and Structure Change
The Dual-Core Approach
Organization Design for Implementing Management Change
Culture Change
Forces for Culture Change
Organization Development Culture Change Interventions
Strategies for Implementing Change
Leadership for Change
Techniques for Implementation
Techniques for Overcoming Resistance
Design Essentials
Key Concepts.
Discussion Questions.
Chapter 11 Workshop. Innovation Climate
Case for Analysis. Shoe Corporation of Illinois
Case for Analysis. Southern Discomfort
Chapter 12. Decision-Making Processes
Types of Decisions
Individual Decision Making
Rational Approach
Bounded Rationality Perspective
Organizational Decision Making
Management Science Approach
Carnegie Model
Incremental Decision Model
Organizational Decisions and Change
Combining the Incremental and Carnegie Models
Garbage Can Model
Contingency Decision-Making Framework
Problem Consensus
Technical Knowledge about Solutions
Contingency Framework
Special Decision Circumstances
High-Velocity Environments
Decision Mistakes and Learning
Cognitive Biases
Overcoming Cognitive Biases
Design Essentials
Key Concepts.
Discussion Questions.
Chapter 12 Workshop. Do Biases Influence Your Decision Making?
Case for Analysis. Cracking the Whip
Case for Analysis. Medici Mediterranean Restaurant
Chapter 13. Conflict, Power, and Politics
Interdepartmental Conflict in Organizations
Sources of Conflict
Rational versus Political Model
Tactics for Enhancing Collaboration
Power and Organizations
Individual versus Organizational Power
Power versus Authority
Vertical Sources of Power
The Power of Empowerment
Horizontal Sources of Power
Political Processes in Organizations
Definition
When to Use Political Activity
Using Soft Power and Politics
Tactics for Increasing Power
Political Tactics for Using Power
Design Essentials
Key Concepts.
Discussion Questions.
Chapter 13 Workshop. How Do You Handle Conflict?
Case for Analysis. The Daily Tribune
Case for Analysis. The New Haven Initiative
Integrative Case 1.0. W. L. Gore—Culture of Innovation
Integrative Case 2.0. Rondell Data Corporation
Integrative Case 3.0. IKEA: Scandinavian Style
Integrative Case 4.0. Engro Chemical Pakistan Limited—Restructuring the Marketing Division
Integrative Case 5.0. First Union: An Office Without Walls
Integrative Case 6.0. Lean Initiatives and Growth at Orlando Metering Company
Integrative Case 7.0. Sometimes a Simple Change Isn’t So Simple
Integrative Case 8.0. Costco: Join the Club
Integrative Case 9.0. The Donor Services Department
Integrative Case 10.0. Cisco Systems: Evolution of Structure
Integrative Case 11.0. Hartland Memorial Hospital (A): An Inbox Exercise
Integrative Case 12.0. Disorganization at Semco: Human Resource Practices as a Strategic Advantage
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