Industrial organization: theory and practice
Industrial Organization: Theory and Practice has rightly been described as a "classic" in the history of organizational theory. First published in 1965 it was a major contribution to the development of contingency theory and our understanding of the relationship between technology and organizations.The book stood in marked contrast to the traditions of scientific management. Combining detailed empirical research and a pioneering analytical framework it suggested that technology and production systems played a crucial role in shaping effective organizational structures. In doing so Joan Woodward offered lasting insights into issues of levels of hierarchy and spans of management control - issues that today might be discussed in terms of "delayering" and "process re-engineering".Woodward's work was a springboard for much subsequent research and many of her specific observations have been widely debated and challenged. Yet, as Sandra Dawson and Dorothy Wedderburn write in their Introduction, "the main thesis of the book is well known...however, this is a book where to know its main thesis is no substitute for reading the book itself. Joan Woodward's ideas remain one of the cornerstones of our knowledge of our organizations."
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Analysis of Organization
Analysis of Technical Variables
Technology and Organization
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A. H. Halsey activities analysis associated background survey basis batch and mass behaviour chief executive command hierarchy concerned decisions development engineers difficult duction effect element functions employed factory firm's firms A/I first-line supervisor formal organization hierarchy industrial relations industrial sociology informal organization interesting interviewed involved Joan Woodward kind labour large batch production line managers line supervisors line-staff organization management theory managers and supervisors manufacturing marketing mass production firms ment methods NUMBER OF FIRMS objectives organizational structure personnel manager planning and control plant process firms process industry process production firms production control production firms studied production function production managers production operations production system professional management associations relationships research workers roles seemed senior executives situation South East Essex South Essex span of control specialists staff status supervision systems of production task functions technical change three firms tion type of production unit production firms