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 in the Owen Graduate School of Management at Vanderbilt University. Professor Daft specializes in the study of organization theory and leadership; he is a fellow of the Academy of Management and has served on the editorial boards of the Academy of Management Journal, Administrative Science Quarterly, and Journal of Management Education. He was the associate editor-in-chief of Organization Science and served for three years as associate editor of Administrative Science Quarterly. Professor Daft has authored or co-authored 14 books, including The Leadership Experience (Cengage/South-Western, 2018), Organization Theory and Design (Cengage, 2021), The Executive and the Elephant: A Leader's Guide for Building Inner Excellence ( Jossey-Bass, 2010), and Understanding Management (with Dorothy Marcic; Cengage, 2020). He has also written dozens of scholarly articles, papers, and chapters in other books. His work has been publ
ished in Organizational Dynamics, Administrative Science Quarterly, Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Journal of Management, Accounting Organizations and Society, Management Science, MIS Quarterly, California Management Review, and Organizational Behavior Teaching Review. In addition, Professor Daft is an active teacher and consultant. He has taught management, leadership, organizational change, organizational theory, and organizational behaviour. Professor Daft has served as associate dean, produced for-profit theatrical productions, and helped manage a start-up enterprise. He has been involved in management development and consulting for many companies and government organizations.
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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