Cambridge Catalogue  
  • Help
Home > Catalogue > Organizational Design
Organizational Design

Resources and solutions

This title has free online support material available.

Details

  • 12 tables
  • Page extent: 250 pages
  • Size: 247 x 174 mm
  • Weight: 0.596 kg

Library of Congress

  • Dewey number: 302.35
  • Dewey version: 22
  • LC Classification: n/a
  • LC Subject headings:
    • Organization
    • Corporate culture
    • Psychology, Industrial

Library of Congress Record

Hardback

 (ISBN-13: 9780521851763 | ISBN-10: 0521851769)




Index



ABB 68

adaptiveness 159

agency theory 184–5

airlines 11, 41, 47, 164

analyzer strategy 24, 25, 79

   with innovation 30–1

   without innovation 29–30, 31

Arrow, K. 6

Ashby, W. R. 37, 46

assembly line 126

autonomy 127, 128, 177, 178

Bartlett, C. A. 85, 90

Bartol, K. 197

biotechnology industry 28

Birkinshaw, J. 31

blob complexity 70, 76–7

Bon Gout 44–5

bonus-based incentive systems 189–91, 195–6

Boudreau, M. C. 96

Bourgeois, L. J. 38, 40

Bower, J. L. 83

Brown, S. L. 214

Burns, T. 3

Burton, R. M. 3, 15, 123, 204, 209

   configuration 57

   coordination 80

   environment 37–8

   incentive systems 196

   leadership style 136

   misfits 206, 207, 208, 211, 213

   organizational climate 140

calm environment 44–5, 49, 76–7

Carey, D. C. 215

Carlsberg 214

Carroll, T. N. 110

cellular organization 95, 132

centers of excellence 87

centralization 160–1

Chandler, A. D. 23, 64, 207

change 14, 15, 27–8, 29, 166

   benefits of 208

   difficulties of 209–12

   punctuated equilibrium 214

   readiness to change 141

   time-paced innovative action 214–15

Choo, C. 167

Cisco 190, 215

clan model of coordination and control 164–5, 171

climate: see organizational climate

Coca-Cola Inc. 27

communication 123, 128; see also knowledge exchange

communications 71, 84, 93–4, 170

Compaq 215

compensation 186; see also reward, incentive

complementarities 216–17

complexity, environmental 40–3, 47, 48, 49

complexity, organizational 69–73, 74

   blob 70

   fits and misfits 75–80

   flat 71–2

   symmetric 72–3

   tall 70–1

complicated task design 113–14, 119

compromise 145

configuration 57–69, 86, 123, 204

   divisional 63–6

   fits and misfits 75–80, 196

   functional 61–3

   matrix 66–9

   simple 59–61

conflict 140, 143, 144, 145

contingency theory 38

contractual relationships 190, 191, 221–2

coordination and control systems 158–66

   clan 164–5

   family 161–2

   fits and misfits 175–9

   machine 162–3

   market 163–4

   mosaic 165–6

coordination of tasks 4, 9, 57, 60, 82–4, 109

   across geographical boundaries

   configuration and 62–3, 64, 67, 68, 80

   and task design 114

   and people management 125, 127

creativity 163

Cullen, J. B. 91

customer relationship management systems 171

Cyert, R. M. 136

data-driven information systems 169, 177

Davidow, W. H. 92

decentralization 160–1, 172, 173

decision-making, hierarchical 7

defender strategy 24, 26–7, 77

delayering 69

delegation, preference for 136–7, 146, 185

Denison, D. R. 135

DeSanctis, G. 82

developmental climate 144–5, 150

differentiation 38, 69, 74–5, 88

Digital Corporation 26

Disney, Walt 162

distributed organizations 82–103

   fits and misfits 99–101

   geographic: see geographic distribution

   knowledge exchange: see knowledge exchange

divisibility 111, 114–15, 117

divisional configuration 63–6, 83, 89, 196

Donaldson, L. 208

Doty, D. 10

Duncan, R. B. 38

education 124, 185, 188

effectiveness 11

   configuration and 64, 66, 68

efficiency 11, 143

   configuration and 61, 62, 66, 68

efficiency and effectiveness, balance between 12–13, 14, 15, 16, 208; see also goals

Eisenhardt, K. 38, 214

Eli Lilly 116

employees 184, 189; see also workforce

   education, training and experience 124, 185, 188

   number of 122, 123, 124

environment 14, 18, 37–51, 204, 209, 214

   calm 44–5, 49

   fits and misfits 49, 50

   locally stormy 45–6

   perception of 38, 41, 44

   turbulent 46–7, 50, 208

   varied 45, 50

environmental imperative 37, 38

equifinality 10

equity 197; see also fairness

event-driven information systems 168–9

executive

   choice of principles for systems design 158

   and task design 113, 116

   role in configurations 60–1, 63, 64, 65–6

experience 124, 185, 188

exploration and exploitation 24, 32, 47, 85, 89

factory approach to managing people 126–7, 131–2

fairness 142, 143, 182, 183, 197

family model of coordination and control 161–2, 175–6

fashion industry 30

feedback 42, 159–60, 162

Fenton, E. M. 3

firm

   information-processing view of 5, 6–8, 16, 123

   internal or external focus 58, 92, 95

fits and misfits 14–16, 204–6, 208, 218

   climate 148–51

   complexity 75–80

   configuration 75–80, 196

   coordination and control 175–9

   environment 49–50

   geographic distribution 98–101

   incentives 193–7

   information systems 157–9

   knowledge exchange 99–101

   leadership 148–51

   people management 130–3

   performance and 5, 207, 208, 213

   strategy 33–5

   task design 118–20

flat complexity 71–2, 78

flexibility

   and configuration 60, 67

   and coordination and control systems 159–61, 163, 178

   and decisions to locate 85

   and environment 46, 47

   and incentive systems 190

   and knowledge exchange 95

forecasting 42, 47, 139

formalization 159–60, 172, 173, 178, 209

fragmented task design 114–15, 119–20

free rider problem 192

Fulk, J. 82

functional configuration 61–3, 196

functional specialization 58–9, 60, 73, 74, 87

Galbraith, J. R. 3, 6, 7, 57, 78, 132

General Electric 11, 42, 46, 78, 190

General Motors 123, 215

geographic distribution 82, 83, 84–91

   fits and misfits 98–101

   global structure 86–7

   international structure 87–8

   multi-domestic structure 88–90

   transnational structure 90–1

Gerstner, Lou 141

Ghoshal, S. 85, 90

Gibbons, R. 185

Gibson, C. B. 31

Gillette 214

Gittell, J. H. 165

GlaxoSmithKline 220, 223

global organizational design 86–7

goals 3–17, 175, 203, 206, 208

   and complexity 69

   and incentives 183

   and strategy 34–5

Google 29

Gordon, G. J. 37

Gresov, C. 208

group climate 142–3, 150

Grove, Andy 44

Haakonson, D. D. 24, 136, 208

Hahn, G. J. 143

Hambrick, D. C. 24

Hansen, M. T. 96

Hennart, J. F. 186, 190

heterogeneity 165–6

Hewlett-Packard 26, 215

hospitals 163

human resources: see people management

IBM 31, 141, 170, 215

IKEA 165

incentives 182–98

   acceptance of the system 196–7

   behavior-based 184–5, 186, 192

   bonus-based systems 189–91

   design of 183–7

   effectiveness and efficiency of 188

   fits and misfits 193–7

   free rider problem 192

   group-based 193

   personal pay system 187–8

   profit sharing systems 191–2

   results-based 184, 186, 189, 192, 193

   skill pay system 188–9

informated organization 94–5

information 8

   amount of 167–8, 173, 174–5

   flow of 61–2, 72, 123, 142

   sharing 145, 163, 177, 178

   tacit nature of 167–8, 173, 174

information-processing capacity 6–8, 57, 92, 123–4

   climate and 144, 145

   complexity and 71, 73

   configuration and 61, 66

   environment and 46

   goals and 12–13

   people management and 125

information-processing demands 43, 116, 132

information systems 166–72

   data-driven 169

   event-driven 168–9

   fits and misfits 175–9

   people-driven 169, 171

   relationship-driven 171–2

information technology 8, 94, 175

infrastructure 157, 166, 175, 176, 177, 178

innovation 28, 163–4, 177, 214–15

integration 38

Intel 44

interdependency 166

   configuration and 63, 66, 68

   environment and 41, 48

   people management and 128

   and task design 110, 111, 114, 117

internal process climate 143–4, 150

international organizational design 87–8

inventory management 7, 162

IT infusion 93, 98

jello effect 67, 68

Jet Blue 11

joint venture 215, 216, 219–20, 222

Jordan, Michael 191

just-in-time inventory 7, 162

Keen, P. G. W. 94

Kellerher, Herb 164

Kerr, S. 183

Kimberley, J. R. 145

knotty task design 116, 120

knowledge 92

   explicit 124, 167

   tacit 124, 167, 173, 174, 177

knowledge exchange 82, 91–6

   ad hoc communications 93–4

   fits and misfits 99–101

   informated 94

   cellular 95

   network 95–6

Konosuke, Matsushita 122

Kotter, J. P. 136

Kottler, P. 24

Kowtha, N. R. 184, 185, 186

Krakower, J. Y. 140

laboratory approach to managing people 127, 132

Law of Requisite Variety 46

Lawrence, P. R. 37, 38

leader style of leadership 138, 150

leadership 135–52, 165

   theory X and theory Y 136

leadership style 136–40, 146

   credibility of the leader 141, 143, 144, 145

   fits and misfits 148–51

   leader 138

   maestro 136–7

   manager 137–8

   producer 138–9

   theory X and theory Y 136

learning 12, 24

LEGO 27, 45

Lenovo Group 170

Likert, R. 136

line functions 61

Litwin, G. H. 140

local responsiveness 85, 96, 97

locally stormy environment 45–6

location decisions 84–5

Locke, E. 197

Lorsch, J. W. 37, 38

machine model of coordination and control 162–3, 171, 177

maestro leadership style 136–7, 150

Makadok, R. 24

Malone, M. S. 92

management, top 68, 76, 135, 185

manager leadership style 137–8, 150

March, J. G. 12, 24, 57, 124

market model of coordination and control 163–4

mass production 110, 114, 126

matrix configuration 66–9, 78–80, 91, 96, 133

McDonald, M. 94

McDonalds 114

McGregor, D. 136

merger 215, 216, 220–1, 222

Merloni Elettrodomestici 83

middle management 70, 71, 159

Milakovich, M. E. 37

Miles, R. 24, 58, 95, 96

Miller, D. 208

Mintzberg, H. 57

misfits 5, 204–5, 207–8, 212–15; see also fits and misfits

   and balancing design dimensions 14–16, 210, 211

   fixing 209

   identifying 203, 212, 217

   and mergers 220–1

   opportunity losses for 206–7, 207–8

   sources of 212–13, 214

monitoring 159–60, 162, 183

morale 141, 142, 144

mosaic model of coordination and control 165–6, 171

Movex 159

multi-domestic organizational design 88–90

multi-organization 215–17, 217–23

   joint venture 219–20

   merger 220–1

   strategic alliance 221–3

Naman, J. L. 208

Navision 159

NEC 90

network organization 95–6

new product development 116

NK complexity theory 63, 65, 68

Nohria, N. F. 96

Nokia 163–4

Nonaka, I. 167

Obel, B. 3, 15, 50, 123, 209

   configuration 57

   coordination 80

   environment 37–8

   incentives 196

   leadership 136

   misfits 208, 211, 213

office approach to managing people 128, 132–3

open systems theory 37

optimal sourcing 84–5, 97

orderly task design 112–13, 118–19

organization

   definition of 9, 122

   goals and scope of 3–17

organizational climate 140–5, 147

   developmental 144–5

   fits and misfits 148–51

   group 142–3

   internal process 143–4

   rational goal 145

organizational design 3, 4, 10, 18–19, 101

   changing 206–12

   dynamics of 203–24

   holistic approach 204, 208, 211

   information-processing view of 6–8, 42, 123, 222

   misfits 14–16, 212–15

   multi-contingency view 3, 16

   multi-organization 215–17

   open systems theory 37

   role of environment in 38

organizations, distributed 82–103

   fits and misfits 99–101

   global 86–7

   international 87–8

   multi-domestic 88–90

   transnational 90–1

OrgCon software 5

Ouchi, W. G. 164

parallel processing 72

partitioning a task 4, 9, 57, 58

partnership 215, 216, 221–2

people-driven information systems 169–70, 171

people, management of 122–34, 136, 175

   factory model 126–7

   fits and misfits 130–3

   laboratory model 127

   office model 128

   shop model 125–6

People Soft 159, 169

performance 15–16, 37, 151, 191, 204

   configuration and 68–9

   coordination and control and 159

   environment and 39, 40, 41

   incentives and 197

   and management of people 130

   and misfits 5, 207, 208, 213

personal pay incentive system 187–8, 195

philosophy 158, 189

planning 139, 221

policy 160, 188

Polyani, M. 167

Porter, M. E. 23

Powley, E. 166

preference for delegation 136, 146

Proctor and Gamble 90

producer leadership style 138–9, 151, 178

product/service/customer orientation 58, 59, 73

professionalization 123–4, 125, 127, 129

profit-sharing incentive systems 191–2, 196

prospector strategy 24, 28–9, 78

punctuated equilibrium 214

Quinn, R. E. 145

rational goal climate 145, 151

rationality, bounded 124

reactor strategy 24, 25–6, 76

readiness to change 141, 147

regulation 47

relationship-driven information systems 171–2

Renault 116

repetitiveness 111, 117

resources, slack 7, 8

rewards 141, 182, 186; see also incentives

risk 28, 44, 136, 164, 184–5, 195

Rivkin, J. 38, 50, 63, 208

Robbins, S. P. 9

Roberts, J. 23

Romanelli, E. 12, 214

rules 159–60, 187–8

Saab 222

Samsonite 44

SAP 159, 169, 175

scapegoating 141, 143

scope, defining 9–10

Scott, W. R. 37, 110

shop approach to managing people 125–6, 131

Siggelkow, N. 38, 50, 63, 208

Simon, H. A. 57, 124

simple configuration 59–61, 87

Singapore Airlines 11

Sinha, K. K. 110

Six Sigma programs 143, 162

skill pay incentive system 188–9, 195

skills 124, 130, 190

Slevin, D. P. 208

Smith, Adam 62

Snow, C. C. 24, 58, 96

Sorenson, O. 167

Southwest Airlines 11, 41, 164

span of control 69

specialization 62, 69

sports, team-based 191

Stalker, G. M. 3

standardization 111, 112

step-by-step approach 18–19, 203–6, 216

   configuration and complexity 73–5

   coordination, control and information systems 172–5

   distributed organization 96–9

   environment 47–9

   incentives 192–3

   leadership 146–8

   multi-organization 217–23

   people management 128–30

   scope and goals of organizations 13–14

   strategy 31–3

   task design 117–18

Stinchcome, A. L. 183

strategic alliance 215, 216, 221–2

strategy 23–36, 110, 175, 186, 206, 207

   analyzer with innovation 30–1

   analyzer without innovation 29–30

   defender 25–6

   fits and misfits 33–5

   prospector 28–9

   reactor 25–6

   strategy space 25

structure 23, 110, 175, 207; see also configuration

symmetric complexity 72–3

Tagiuri, R. 140

Takeuchi, H. 167

tall complexity 70–1, 77–8

task design 109–21

   complicated 113–14

   fits and misfits 118–20

   fragmented 114–15

   knotty 116

   orderly 112–13, 118

   orderly task design

   task design space 118

tasks

   assignment of 60, 61

   coordination of 4, 9, 57, 112

   design of 109–21

   divisibility 111, 114–15, 117

   partitioning of 4, 9, 57

   repetitiveness 111, 117

technology design 109

telecommunications 170; see also communications

tension 140–1, 148, 178

Thompson, J. D. 7, 110, 111

3M Corporation 11, 28, 89, 127

time-paced innovative action 214–15

Toyota 116

training 124; see also education

transnational organizational design 90–1

trust 140, 143, 144, 145

turbulent environment 46–7, 50, 208

Tushman, M. L. 12, 214

uncertainty 6, 37, 38, 40, 42, 110, 111, 184

   environmental 37, 38, 40, 42, 184

   task design 7, 110, 111

uncertainty avoidance 136, 146, 147

Unilever 90, 116, 166

unit of analysis 9, 13, 23, 215–17

unpredictability 41–2, 43, 47, 48–9, 110

UPS 94

utility companies 44

values 140, 165

Van den Ven, A. 110

varied environment 45, 50

Velstring, T. 96

virtualization 58, 92, 98

vision and mission statements 18

Wal-Mart 163

Welch, Jack 190

Whole Foods 192

Williamson, O. E. 63

Woodward, J. 110

work practices 87, 89, 141

workforce

   education, training and experience 124, 185, 188

   number of people 122, 123, 124

   professionalization 124

Xerox 13, 31

Zammuto, R. F. 140

Zuboff, S. 94


printer iconPrinter friendly version AddThis