Burton / Obel Strategic Organizational Diagnosis and Design

Developing Theory for Application
1995
ISBN: 978-1-4684-0023-6
Verlag: Springer US
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, Band 4, 480 Seiten, eBook

Reihe: Information and Organization Design Series

A unique set of complementary hands-on tools for learning about and applying a deeper and practical theory for diagnosis and design. This edition has been significantly updated and rewritten to make it easier to read.

Zielgruppe

Research

Autoren/Hrsg.

Burton, Richard M.

Obel, Borge

Inhaltsverzeichnis

1.- 1. Introduction.- 1.1 Introduction.- 1.2 The Strategic Organizational Design.- 1.3 The Basic Features.- 1.3.1 Fit Criteria for Designing the Knowledge Base.- 1.4 Creating a Knowledge Base from the Literature.- 1.4.1 Composing the Knowledge Base.- 1.5 The Organizational Consultant for Designing an Organization.- 1.6 Validating Theory for Application.- 1.6.1 The Foundation Expert System.- 1.6.2 Validation and Continued Model Development.- 1.6.3 A Process of Validation.- 1.7 Summary.- 2. Describing the Organization for Design Purposes.- 2.1 Introduction.- 2.1.1 The Scandinavian Airline System (SAS).- 2.2 What Is an Organization?.- 2.3 An Information Processing View of Organizations.- 2.4 Organizational Configurations.- 2.4.1 Simple Configuration.- 2.4.2 Functional Configuration.- 2.4.3 Divisional Configuration.- 2.4.4 Matrix Configuration.- 2.4.5 Ad Hoc Configuration.- 2.4.6 Bureaucracies.- 2.4.7 International Configurations.- 2.5 Organizational Complexity.- 2.5.1 Horizontal Differentiation.- 2.5.2 Vertical Differentiation.- 2.5.3 Spatial Differentiation.- 2.6 Formalization.- 2.7 Centralization.- 2.8 Coordination and Control.- 2.9 The Organizational Structure of SAS.- 2.10 Summary.- 3. Management Style.- 3.1 Introduction.- 3.2 Literature Review.- 3.3 Management Style as a Contingency.- 3.3.1 Definition of Management Style: Microinvolvement.- 3.3.2 Management Style as a Contingency Factor.- 3.4 Managing the Management.- 3.5 The Management Style of Carizon.- 3.6 Summary.- 4. Size.- 4.1 Introduction.- 4.2 A Literature Review.- 4.2.1 Size: A Variety of Perceptions.- 4.2.2 The Measurement of Size.- 4.2.3 Size as Imperative.- 4.2.4 An Information Processing Perspective on Size.- 4.3 The Effects of Size on the Organization Structure.- 4.3.1 Measuring Size for Design Purposes.- 4.3.2 Size as a Contingency.- 4.4 Managing Size.- 4.5 The Size of SAS.- 4.6 Summary.- 5. The Environment.- 5.1 Introduction.- 5.2 Background and the Literature.- 5.2.1 Measures of the Environment.- 5.2.2 Environment-Structure Relationship.- 5.3 Describing the Environment: Equivocality, Uncertainty and Complexity.- 5.4 Environment as a Contingency Factor.- 5.5 Environmental Effects on Configuration, Coordination, Media Richness and Incentives.- 5.6 Operationalizations of the Environmental Measures.- 5.7 Managing the Environment.- 5.8 SAS Environment.- 5.9 Summary.- 6. Technology.- 6.1 Introduction.- 6.2 A Literature Review.- 6.3 Technology as a Contingency.- 6.3.1 Measuring Technology.- 6.3.2 Technology as Contingency Factor.- 6.4 Managing Technology.- 6.5 The Technology of SAS.- 6.6 Summary.- 7. Strategy.- 7.1 Introduction.- 7.2 A Literature Review.- 7.3 Strategy as a Contingency.- 7.3.1 Definition of Strategy.- 7.4 The Two Level Model: Description, Strategy, Structure.- 7.5 The Propositions for Strategy Description and Misfits.- 7.5.1 Describing a Prospector.- 7.5.2 Prospector Effects on Structure.- 7.5.3 Prospector Propositions on Misfits.- 7.5.4 Describing an Analyzer without Innovation.- 7.5.5 Analyzer without Innovation Effects on Structure.- 7.5.6 Analyzer without Innovation Propositions on Misfits.- 7.5.7 Describing Analyzer with Innovation.- 7.5.8 Analyzer with Innovation Effects on Structure.- 7.5.9 Analyzer with Innovation Propositions on Misfits.- 7.5.10 Describing a Defender.- 7.5.11 Defender Effects on Structure.- 7.5.12 Defender Propositions on Misfits.- 7.5.13 Reactor Strategy.- 7.6 International Dimensions.- 7.7 Choosing the Right Strategy.- 7.8 The Strategy of SAS.- 7.8.1 Development of a Complete Scandinavian Traffic System with Route Networks and Airports.- 7.9 Summary.- 8. Organizational Design: A Synthesis.- 8.1 Combining the Pieces: Putting It All Together.- 8.2 Contingency Fit.- 8.2.1 The Simple Configuration.- 8.2.2 The Functional Configuration.- 8.2.3 Divisional Configuration.- 8.2.4 Matrix Configuration.- 8.2.5 Ad Hoc Configuration.- 8.2.6 Professional Bureaucracy Configuration.- 8.2.7 Machine Bureaucracy Configuration.- 8.2.8 Organizational Complexity.- 8.2.9 Formalization.- 8.2.10 Centralization Propositions.- 8.2.11 Coordination and Control.- 8.2.12 Media Richness and Incentives.- 8.3 Situation Fit and Misfits.- 8.4 Design Parameter Fit.- 8.5 Total Design Fit.- 8.6 SAS.- 8.7 New Forms of Organization.- 8.8 SAS Revisited.- 8.9 SAS and the Change Process.- 8.10 Summary.- 2.- 9. Organizational Consultant.- 9.1 Introduction.- 9.2 Installation of Organizational Consultant, Ver. 5 1.- 9.3 Guide to the Book.- 9.4 Learning to use Organizational Consultant.- 9.5 Sample Analysis Input Template.- 9.6 Looking Ahead.- 10. How to Use Organizational Consultant.- 10.1 Introduction.- 10.2 How to Input Data.- 10.3 Running an Analysis.- 10.4 Output.- 10.5 Leaving Organizational Consultant.- 10.6 Summary.- 11. The Microlink Case.- 11.1 Introduction.- 11.2 Microlink International: History and Product.- 11.3 Microlink International: Structure and Markets.- 11.4 Input to Organizational Consultant.- 11.4.1 Current Configuration.- 11.4.2 Current Complexity.- 11.4.3 Current Formalization.- 11.4.4 Current Centralization.- 11.4.5 Current Size.- 11.4.6 Age/Ownership.- 11.4.7 Diversity.- 11.4.8 Technology.- 11.4.9 Environment.- 11.4.10 Management Style.- 11.4.11 Strategy Factors.- 11.5 Results from Organizational Consultant.- 11.6 Performing a Sensitivity (Delta) Analysis.- 11.6.1 Results from the Sensitivity Analysis.- 11.7 The Organizational Consultant’s Recommendations and Sensitivity Analysis.- 11.8 Implications for Microlink International.- 11.9 What Can We Learn By Doing?.- 12. Creating Written Reports and Presentations.- 12.1 Planning to Report Results.- 12.1.1 Analyzing your Audience.- 12.1.2 Defining your Purpose.- 12.1.3 Adapting to Situational Constraints.- 12.2 Creating Messages.- 12.2.1 Message Development.- 12.2.2 Creating the Body of the Message.- 12.3 Writing a Case Analysis.- 12.3.1 Descriptive Analyses.- 12.3.2 Evaluative Analyses.- 12.4 Presenting a Case Analysis.- 12.4.1 Planning Your Strategy.- 12.4.2 Creating the Introduction.- 12.4.3 Creating the Conclusion.- 12.4.4 Tying the Message Together.- 12.5 Sample Presentation Outline.- 12.6 Summary.- 13. Sample Cases and Exercises.- 13.1 Introduction.- 13.2 ABB Electromechanical Meters.- 13.2.1 Background.- 13.2.2 The Electromechanical Meter Organization.- 13.2.3 Manufacturing.- 13.2.4 Design Engineering.- 13.2.5 Marketing.- 13.2.6 Intergroup Communications.- 13.2.7 Managerial Responsibilities.- 13.2.8 Questions for Consideration.- 13.3 Duke University Press.- 13.3.1 Organizational Description.- 13.3.2 Questions for Consideration.- 13.4 GTE Government Systems Mobile Subscriber Equipment Division.- 13.4.1 Background and Issues.- 13.4.2 Analysis.- 13.4.3 Questions for Consideration.- 13.5 Weck ENDOSCOPY.- 13.5.1 History.- 13.5.2 The New Focus for Weck: Endoscopy.- 13.5.3 Current Organization.- 13.5.4 Questions for Consideration.- 13.6 The U.S. EPA’s Air and Energy Engineering Research Laboratory.- 13.6.1 Background.- 13.6.2 Structure.- 13.6.3 Formalization.- 13.6.4 Centralization.- 13.6.5 Size.- 13.6.6 Age and Ownership.- 13.6.7 Diversity.- 13.6.8 Technology.- 13.6.9 Environment.- 13.6.10 Management Profile.- 13.6.11 Industry.- 13.6.12 Strategy.- 13.6.13 Questions for Consideration.- 13.7 Bluestone Group, Inc.- 13.7.1 Background.- 13.7.2 Part I.- 13.7.3 Part II.- APPENDIX.. 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