Strategic Organizational Diagnosis and Design: The Dynamics of FitThere are two very contrasting approaches to reading this book and learning about organizational design. The more traditional approach is to read the book, and then use the OrgCon on cases and applications. The second approach is to begin with the OrgCon software and only examine the book as you find it helpful. Which approach is better? It is your choice, not ours. In our experience, students in organizational design prefer to start with the OrgCon and a case, rather than with the book itself. Readers who have more background in organization theory and design usually examine the book first. There are numerous changes in the third edition. The literature review in each chapter has been updated. The information processing approach is strengthened and applied more comprehensively as the theoretical underpinnings. Throughout we have rewritten the text beyond normal editing in an attempt to make the presentation clearer and easier to read. |
Contents
Diagnosis and Design | 1 |
WHAT IS AN ORGANIZATION? | 2 |
AN INFORMATIONPROCESSING VIEW OF ORGANIZATIONS | 5 |
Neolnformation Processing as a Basis for Organizational Diagnosis and Design | 9 |
STRATEGIC ORGANIZATIONAL DESIGN | 13 |
THE MULTICONTINGENCY DIAGNOSIS AND DESIGN MODEL | 16 |
Fit Criteria for Designing the Knowledge Base | 18 |
Contingency Fit | 20 |
SUMMARY | 233 |
Technology | 237 |
LITERATURE REVIEW ON TECHNOLOGY | 240 |
MEASURING TECHNOLOGY | 249 |
TECHNOLOGY AS A CONTINGENCY | 254 |
Technology Effects on Centralization | 256 |
Technology Effects on Organizational Complexity | 257 |
Technology Effects on Configuration | 259 |
Strategic Fit | 21 |
Design Fit | 23 |
Total Fit | 24 |
SYNTHESIS OF KNOWLEDGE BASES | 25 |
Composing the Knowledge Base | 30 |
THE OrgCon | 38 |
VALIDATING THE OrgCon | 40 |
SUMMARY | 41 |
What is an Organizational Design? | 43 |
ORGANIZATIONAL CONFIGURATIONS | 46 |
Simple Configuration | 47 |
Functional Configuration | 48 |
A Functional Organization | 50 |
Divisional Configuration | 54 |
A Divisional Organization | 56 |
Matrix Configuration | 60 |
A Matrix Organization | 62 |
Ad Hoc Configuration | 66 |
Bureaucracies | 67 |
Virtual Network | 69 |
International Configurations | 70 |
ORGANIZATIONAL COMPLEXITY | 73 |
Horizontal Differentiation | 74 |
Vertical Differentiation | 75 |
Spatial Differentiation | 77 |
FORMALIZATION | 78 |
CENTRALIZATION | 80 |
INCENTIVES | 81 |
COORDINATION AND CONTROL | 83 |
SUMMARY | 85 |
Leadership and Management Style | 87 |
LEADERSHIP AND ORGANIZATION | 91 |
LITERATURE REVIEW ON LEADERSHIP | 93 |
DIMENSIONS AND TYPOLOGIES | 99 |
MEASURING LEADERSHIP STYLE | 103 |
LEADERSHIP STYLE AS A CONTINGENCY | 107 |
Describing a Leader | 109 |
A Leaders Effect on Structure | 110 |
Describing a Producer | 113 |
A Producers Effect on Structure | 114 |
Describing an Entrepreneur | 116 |
An Entrepreneurs Effect on Structure | 117 |
Describing a Manager | 119 |
A Managers Effect on Structure | 121 |
Interaction Effects of Size and Leadership Style | 124 |
MANAGING THE LEADER | 125 |
SUMMARY | 126 |
Organizational Climate | 127 |
CLIMATE AND CULTURE | 131 |
LITERATURE REVIEW ON CLIMATE | 137 |
MEASURING AND CATEGORIZING CLIMATE | 141 |
CLIMATE AS A CONTINGENCY | 145 |
Describing a Group Climate | 146 |
The Group Climate Effects on Structure | 148 |
Describing the Developmental Climate | 150 |
Developmental Climate Effect on Structure | 151 |
Describing the Internal Process Climate | 153 |
Internal Process Climate Effects on Structure | 155 |
Describing the Rational Goal Climate | 157 |
Rational Goal Climate Effects on Structure | 158 |
MANAGING THE CLIMATE | 160 |
Size and Skill Capabilities | 163 |
LITERATURE REVIEW ON SIZE | 165 |
The Measurement of Size | 166 |
Size as Imperative | 168 |
MEASURING SIZE AND SKILL CAPABILITY FOR DESIGN PURPOSES | 171 |
SIZE AS A CONTINGENCY | 174 |
Size Effects on Complexity | 175 |
Size Effects on Centralization | 176 |
Size Effects on Formalization | 178 |
Size Effects on Configuration | 179 |
Size Effects on Incentives and Coordination and Control | 180 |
MANAGING SIZE AND SKILL | 181 |
SUMMARY | 183 |
The Environment | 185 |
LITERATURE REVIEW ON ENVIRONMENT | 189 |
The EnvironmentStructure Relationship | 195 |
DESCRIBING THE ENVIRONMENT | 198 |
ENVIRONMENT AS A CONTINGENCY | 205 |
Environmental Effects on Formalization Centralization and Complexity | 206 |
Environmental Effects on Configuration Coordination Media Richness and Incentives | 215 |
OPERATIONALIZATIONS OF THE ENVIRONMENTAL MEASURES | 224 |
NATIONAL CULTURE | 227 |
MANAGING THE ENVIRONMENT | 231 |
Technology Effects on Coordination and Control | 260 |
Information Technology | 262 |
MANAGING TECHNOLOGY | 267 |
SUMMARY | 270 |
Strategy | 271 |
LITERATURE REVIEW ON STRATEGY | 276 |
Strategy Follows Structure | 278 |
Strategy and Structure Fit | 279 |
MEASURING AND CATEGORIZING STRATEGY | 284 |
STRATEGY AS A CONTINGENCY | 291 |
Describing a Prospector | 294 |
Prospector Effects on Structure | 296 |
Describing a Defender | 297 |
Defender Effects on Structure | 299 |
Describing an Analyzer without Innovation | 300 |
Analyzer without Innovation Effects on Structure | 302 |
Describing an Analyzer with Innovation | 304 |
Analyzer with Innovation Effects on Structure | 305 |
Reactor Strategy | 307 |
INTERNATIONAL DIMENSIONS | 308 |
CHOOSING THE RIGHT STRATEGY | 309 |
SUMMARY | 310 |
Diagnosis and Misfits | 311 |
LITERATURE REVIEW ON MISFITS | 312 |
STRATEGIC MISFITS | 314 |
EnvironmentStrategy | 315 |
TechnologyEnvironment | 317 |
ClimateStrategy | 319 |
TechnologyStrategy | 320 |
TechnologyLeadership Style | 321 |
Climate Leadership Style | 322 |
Leadership Style Environment | 323 |
CONTINGENCY MISFITS | 324 |
Strategy Misfits | 326 |
Technology Misfits | 328 |
Size Skill Misfits | 329 |
Climate Misfits | 330 |
Leadership Style Misfits | 331 |
MORE SPECIFIC MISFITS | 333 |
Technology Environment Misfits | 335 |
Climate Environment Misfits | 336 |
Climate Strategy Misfits | 337 |
Climate Technology Misfits | 338 |
Technology Size Skill Misfits | 339 |
Climate Leadership Style Misfits | 340 |
Leadership Style Strategy Misfits | 341 |
Environment Misfits | 342 |
Strategy Misfits | 343 |
Climate Misfits | 344 |
SUMMARY | 345 |
Organizational Design Fit | 347 |
DESIGN PARAMETER FIT | 354 |
DESIGN SYNTHESIS | 358 |
The Simple Configuration | 359 |
The Functional Configuration | 360 |
Divisional Configuration | 362 |
Matrix Configuration | 363 |
Ad Hoc Configuration | 365 |
Virtual Network | 366 |
The Professional Bureaucracy | 367 |
The Machine Bureaucracy | 368 |
Organizational Complexity | 369 |
Formalization | 373 |
Centralization | 376 |
Coordination and Control | 380 |
Media Richness and Incentives | 381 |
SUMMARY | 382 |
The Dynamics of the Change Process | 385 |
DIAGNOSIS AND DESIGN | 386 |
DIAGNOSIS AND DESIGN | 388 |
THE DYNAMICS OF DIAGNOSIS AND DESIGN | 393 |
Where Do They Come From? | 394 |
Evolutionary and Revolutionary | 396 |
Intended Misfit Creation | 397 |
THE MECHANISMS OF MISFITS | 399 |
HOW TO FIX MISFITS | 403 |
HOW FAST IS FAST ENOUGH | 407 |
DESIGN IS EXPLORATION AND EXPLOITATION | 411 |
DESIGN IS LEARNING | 415 |
SUMMARY | 418 |
REFERENCES | 421 |
435 | |
Other editions - View all
Strategic Organizational Diagnosis and Design: The Dynamics of Fit Richard M. Burton,Borge Obel No preview available - 2011 |
Common terms and phrases
References to this book
Agile Information Systems: Conceptualization, Construction, and Management Kevin C. Desouza No preview available - 2007 |