Theory and Design, Analysis and Prescription
Band: 5, 484 Seiten, Gebunden, HC runder Rücken kaschiert, Format (B × H): 160 mm x 241 mm, Gewicht: 910 g
Reihe: Information and Organization Design Series
Verlag: Springer US
Baligh Organization StructuresOrganization Structures: Theory and Design, Analysis and Prescription describes how to organize people to achieve a desired outcome. This is accomplished by establishing sets of rules from "real world" organization contexts. Moreover, the development of these rules within "real world" contexts means that the rules must be true, general, operational, technically sound, and easy to use. With an understanding of rules and the processes of their use, organization structures can be identified, which in turn form the basis of a theoretical framework. This book discusses, examines, and demonstrates the interrelationship of the design rules, their theoretical use within these organization structures, along with their practical implications. Throughout the book, an extended example of the Masters Brewing Corporation (MBC) is used to illustrate the conceptual material and to make the implications of the organizational analysis explicitly concrete.
Students, practitioners, and academic researchers
Weitere Infos & Material
Structures.- Organization Structures.- Properties of the Organization Structure.- Structures: Connections, Consistency and Costs.- Properties of Transformations, Environments and Structure Performance.- Analytic Mappings: From Substructure Performance and Environments to Outcomes.- Analytic Mappings: From Structure to Performance, Part One.- Analytic Mappings: From Structure to Performance, Part& Two.- The Efficiency of the Design Process.- Design Mappings: Design rule derivation and use.- Design Rules for Organization Structure: Performance Properties.- Design Rules for Organization Substructure, Properties and Components: Part A.- Design Rules for Organization Substructure, Properties and Components: Part B.- A Useful Process of Design.- Appendix I.- Appendix II.