The fourth edition of Organization Theory & Design provides students with an understanding of the different approaches to designing and managing an organization. Illustrated with many enlightening global examples drawn, this book combines classic ideas and contemporary theories to reflect the challenges faced by managers. Developed for students in the UK, Europe, the Middle East and Africa, it provides an up-to-date, international perspective to Richard L. Daft's landmark text.
The fourth edition of Organization Theory & Design provides students with an understanding of the different approaches to designing and managing an organization. Illustrated with many enlightening global examples drawn, this book combines classic ideas and contemporary theories to reflect the challenges faced by managers. Developed for students in the UK, Europe, the Middle East and Africa, it provides an up-to-date, international perspective to Richard L. Daft's landmark text.
Richard L. Daft, Ph.D., is the Brownlee O. Currey, Jr., Professor of Management Emeritus in the Owen Graduate School of Management at Vanderbilt University. Dr. Daft specializes in the study of organization theory and leadership and is a fellow of the Academy of Management. He has served on the editorial boards of the Academy of Management Journal, Administrative Science Quarterly and Journal of Management Education. He has been the associate editor-in-chief of Organization Science and served for three years as associate editor of Administrative Science Quarterly. Dr. Daft has authored or co-authored 14 books and written dozens of scholarly articles, papers and chapters in academic books. A noted expert in organization behavior and organization design, Dr. Daft is one of today's most highly cited academics in the fields of economics and business.
Jonathan Murphy has combined research and teaching with international management roles throughout his career. He is an internationally recognized expert in Parliamentary Development. Currently he leads INTER PARES, the European Union's global programme for parliamentary strengthening, and was previously a UN diplomat in Ukraine and Tunisia where he headed major democracy development programmes. As a scholar, Jonathan has written on a variety of topics in international and critical management, and taught for many years at Cardiff Business School in Wales. He currently holds a visiting professorship (docent) at Jyväskylä University in Finland. .
Inhaltsangabe
Part 1 Introduction to Organizations 1 What are organizations? 2 Perspectives on organizations Part 2 Organizational Purpose and Structural Design 3 Strategy, organization design and effectiveness 4 Fundamentals of organization structure Part 3 Open System Design Elements 5 The external environment 6 Interorganizational relationships 7 Designing organizations for the international environment Part 4 Internal Design Elements 8 Manufacturing and Service technologies 9 Information technology and control 10 Organization size, life cycle and decline Part 5 Managing Dynamic Processes 11 Organizational culture and ethical values 12 Innovation and change 13 Decision-making processes 14 Conflict, power and politics Integrative Cases 1.0 Luxurious Goat Milk Products: Working with Local Culture - RojaAHP2.0 'Box-ticking' in Organizations: Lessons of the Nimrod Disaster 3.0 Onward to the Customer of One; from Debt Collectors to Customer Service Agents at New Zealand's Inland Revenue4.0 Changing the Culture at Trans-Gen PLC: What's Wrong with Senior Management?5.0 Blood on the Gatepost: Family Conflicts in the New Zealand Farming Industry
Part 1 Introduction to Organizations 1 What are organizations? 2 Perspectives on organizations Part 2 Organizational Purpose and Structural Design 3 Strategy, organization design and effectiveness 4 Fundamentals of organization structure Part 3 Open System Design Elements 5 The external environment 6 Interorganizational relationships 7 Designing organizations for the international environment Part 4 Internal Design Elements 8 Manufacturing and Service technologies 9 Information technology and control 10 Organization size, life cycle and decline Part 5 Managing Dynamic Processes 11 Organizational culture and ethical values 12 Innovation and change 13 Decision-making processes 14 Conflict, power and politics Integrative Cases 1.0 Luxurious Goat Milk Products: Working with Local Culture - RojaAHP2.0 'Box-ticking' in Organizations: Lessons of the Nimrod Disaster 3.0 Onward to the Customer of One; from Debt Collectors to Customer Service Agents at New Zealand's Inland Revenue4.0 Changing the Culture at Trans-Gen PLC: What's Wrong with Senior Management?5.0 Blood on the Gatepost: Family Conflicts in the New Zealand Farming Industry
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