Organization Contemporary Principles and Practice.

Detalles Bibliográficos
Autor principal: Child, John
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Newark : John Wiley & Sons, Incorporated, 2015.
Colección:New York Academy of Sciences Ser.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Organization : Contemporary Principles and Practice
  • Contents
  • Preface to Second Edition
  • Preface from the First Edition
  • Part I: The Broad Picture
  • Chapter 1: Organization and Its Importance
  • Purpose and Scope of This Book
  • Organizing, Organization, and Organizations
  • Components of Organization
  • Organizational Choices
  • Hierarchy
  • Specialization
  • Hierarchy and specialization
  • Rules and schedules
  • Systems
  • Integration
  • Control
  • Reward systems
  • Boundary-crossing and networking
  • Outsourcing
  • Alliances
  • Organizing across borders
  • Consequences of Deficiencies in Organization
  • Motivation and morale
  • Decision making
  • Conflict and lack of coordination
  • Changing circumstances
  • Rising costs
  • Summary
  • Questions for Discussion
  • Notes
  • Chapter 2: Perspectives on Organizational Design until Recent Times
  • A Brief Look Into History
  • One Best Ways of Organizing
  • Classical organization theory and bureaucracy
  • Scientific management
  • The Contingency Approach
  • Technology
  • Size
  • Diversification
  • People
  • People and their culture
  • Organizational purpose and values
  • Organizational environment
  • Conclusion
  • Summary
  • Questions for Discussion
  • Notes
  • Chapter 3: New Conditions, New Organization
  • The Retreat from Conventional Forms of Organization
  • New Conditions, New Organization
  • Globalization
  • Implications for organization
  • New technologies
  • Implications for organization
  • The Knowledge-based economy
  • Hypercompetition
  • Demands for social accountability
  • New Conditions, New Forms Summarized
  • New and Conventional Organizational Forms Compared
  • The network paradigm
  • Setting and disseminating the goals of the organization
  • Identifying duties and roles
  • Maintaining a value-adding system
  • Summary
  • Questions for Discussion
  • Notes
  • Part II: New Internal Forms
  • Chapter 4: Simpler Structures
  • Reducing Hierarchy
  • Hierarchy
  • Unloved but ubiquitous
  • Hierarchy in conventional organization
  • The contribution of hierarchy
  • Negative features of hierarchy
  • Hierarchy in new organization
  • Downsizing and Delayering
  • Size and hierarchy
  • Downsizing
  • Context and reasons for downsizing
  • Performance consequences of downsizing
  • Delayering
  • From Hierarchies to Teams
  • Summary
  • Questions for Discussion
  • Notes
  • Chapter 5: Achieving Integration
  • The Concept
  • The Need for Adequate Integration
  • Achieving Integration is a Challenge
  • Integration between functions
  • Operational integration
  • Other integration problem areas
  • Poor Integration Can Lead to Disaster
  • Good Integration Can Create a Dynamic Capability
  • Signs that Integration Needs Are Not Being Met
  • A Diagnostic Tool
  • The Choice of Integrating Mechanism15
  • Fundamental questions to ask
  • Integration by a higher manager
  • Integration through formal procedures and planning
  • Lateral coordination
  • A note on matrix organization

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