Calvary University

 Faculty of Economic and Management Sciences

Organizational Theory,
    Design, and Change

Edition 4

Gareth R. Jones
0-13-140371-0
Cloth
624 pages
2004

Brief Description

For undergraduate and graduate courses in Organization Theory, and Organizational Change.

This text provides the most current, thorough, and contemporary account of the factors affecting the organizational design process, making important organization theories accessible and interesting to students. It addresses the many issues and problems that are involved in managing the process of organizational change and transformation, providing direct and clear managerial implications.

Features

How important is current research to your course?

NEW - New research—Includes discussions on the development of a business plan; information technology, knowledge management, and game theory; and creativity and intrapreneurship.

Do you cover organizational change in your course?

NEW - New Chapter 10—Describes six types of revolutionary and evolutionary change, with a new section on organizational development and action research. Gives students a module on restructuring and reengineering. Enables instructors to choose to make these new issues important learning themes.

NEW - Reorganized text—Provides in Part I much more focus on what an organization is, which stakeholders it serves, and how an organization is structured. Part II lays out central design challenges. Part III presents expanded coverage of organizational change. Allows students to understand a clear account of the main components of organizational structure. Enables instructors flexibility when teaching the course.

NEW - Expanded coverage on ethics—Includes a new chapter, “Stakeholders, Managers, and Ethics” and an explicitly ethical theme which features a new section at the end of each chapter, “The Ethical Dimension.” Provides students with an in-depth look at ethical issues that will confront them in their future careers and asks students to think about and debate the ethical issues related to the content of the chapter.

NEW - Changing global environment—Introduces this information earlier than in the previous edition, in response to instructor feedback. Enables students to understand the changing global and technical environment before they address organizational theory, allowing them to apply real-life scenarios to the theories they learn.

An ongoing “Analyzing the Organization” feature—Requires students to select an organization to study and complete chapter assignments that lead to an organizational theory analysis and a written case study, which can be presented to the class at the end of the semester. Provides students with a complete assignment, fostering understanding of organization theory. Gives instructors a valuable exercise to assign to their students, enabling them to see the progress the class is making throughout the term.

Case studies—Presented at the end of the text, these should be introduced in conjunction with each chapter. Enriches students' understanding of organizational theory concepts. Gives instructors valuable material for classroom discussions.

Chapter-end “Organizational Theory in Action” sections—Includes hands-on learning exercises/assignments. Supplies students with class-time and home assignments that give them the experience they need to understand the concepts presented.

Contents

I. THE ORGANIZATION AND ITS ENVIRONMENT.

1. Organizations and Organizational Effectiveness.
2. Stakeholders, Managers, and Ethics.
3. Managing in a Changing Global Environment.

II. ORGANIZATIONAL DESIGN.

4. Basic Challenges of Organizational Design.
5. Designing Organizational Structure: Authority and Control.
6. Designing Organizational Structure: Specialization and Coordination.
7. Creating and Managing Organizational Culture.
8. Organizational Design and Strategy in a Changing Global Environment.
9. Organizational Design, Competences, and Technology.

III. ORGANIZATIONAL CHANGE.

10. Types and Forms of Organizational Change.
11. Organizational Transformations: Birth, Growth, Decline, and Death.
12. Improving Decision Making and Learning Through the Use of Information Technology.
13. The Innovation Process and Project Management.
14. Managing Organizational Conflict, Power, and Politics.

IV. CASES IN ORGANIZATIONAL DESIGN AND CHANGE.

Companion Website:

http://www.prenhall.com/jones

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