Organization Structure and Design: Applications and ChallengesIn today's globalised era, e-commerce, outsourcing and telecommuting have become the new paradigm for organizational functioning. Co-workers, located at different places/countries, are connected with each other through internet. This book is written in the context of these emerging workplace realities and seeks to present a realistic view of people working in organizations. A consistent theme throughout the book is that the effective management of organizations requires an understanding of theory, research and practice. To engage the students in the modern world of organizations, this book incorporates a number of distinctive, time-tested and interesting features such as Corporate Insights, cases at the end of each chapter and numerous review and discussion questions to enhance their learning and interest.This book is organised and presented in a sequence based on the characteristics common torganizationsanisations - Structure and Processes. The book is divided into six parts: Part A dealsorganizationganisation and its environment; Part B eluciorganizationganisation as a system; Part C illustrates job and the design of work; Part D deals with the dynamic aspecorganizationganisation; Part E offers information on the emerging conceporganizationganisation structure and design; and, Part F is the concluding part of the book that discorganizationganisation culture and ethical valuorganizationganisation.The book presents the new realities that are not just for managers but for anyone who works in and aorganizationsanisations. |
Contents
Organisations and Organisational | 3 |
The Evolution of Organisation | 23 |
Chapter 1 | 27 |
Chapter 2 | 79 |
Methods of Vertical Coordination | 107 |
Organisation Structure | 114 |
223 | 125 |
Strategic Organisation Design | 139 |
The Contingency Approach | 211 |
Chapter 6 | 255 |
Chapter 7 | 349 |
Behavioural Reactions to Change | 375 |
CREATING AND MANAGING ORGANISATIONAL CULTURE | 427 |
Creating and Managing Organizational Culture | 429 |
Ethical Values in Organisation | 457 |
The Process Framework | 463 |
The Human Relations School | 145 |
Job and the Design of Work | 163 |
Specific Environment | 169 |
Chapter 5 | 173 |
Sources of Uncertainty in | 178 |
62 | 193 |
Formalisation vs Socialisation | 204 |
Knowledge Workers and Human | 470 |
Corporate Governance | 481 |
Social Responsibility of Business | 497 |
| 515 | |
0229 | 517 |
| 521 | |
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Common terms and phrases
ability achieve actions activities adhocracy approach authority basic behaviour boss bureaucracy centralisation communication competitive complex conflict coordination corporate governance corporate social responsibility create customers decentralisation decision-making decisions departments differentiation division economic efficiency Emotional Intelligence employees empowerment environment ethical evaluate factors Figure flexibility forces formal freeters function goals Henry Fayol hierarchy horizontal human identify important increase individuals influence informal organization integration interdependencies involves job analysis job enrichment knowledge management leader leadership learning levels linkage mechanism managerial mechanistic motivation negotiation objectives operate organisation structure organisation theory organisational design organisational effectiveness organization's Organizational Behavior organizational culture outcomes performance person political position problems relationship resistance role shareholders situation skills social responsibility Source span of control specific stakeholders standardisation strategy style subordinates successful supervisors suppliers tasks top management Trait Theory transaction costs values vertical workers