1. Part 1: Introduction to Organizations
2. Chapter 1: Organizations and Organization Design
3. 1.1 A Look Inside General Electric
4. 1.2 Organization Design in Action
5. 1.3 What Is an Organization?
6. 1.4 Dimensions of Organization Design
7. 1.5 The Evolution of Organization Design
8. 1.6 The Contrast of Organic and Mechanistic Designs
9. 1.7 The Emerging Bossless Design Trend
10. 1.8 Framework for the Book
11. Chapter 1 Workshop: Measuring Dimensions of Organizations
12. Case for Analysis: Craft Originalities, Inc.
13. Part 2: Organization Purpose and Structural Design
14. Chapter 2: Strategy, Organization Design, and Effectiveness
15. 2.1 The Role of Strategic Direction in Organization Design
16. 2.2 Organizational Purpose
17. 2.3 Two Frameworks for Selecting Strategy and Design
18. 2.4 Assessing Organizational Effectiveness
19. 2.5 An Integrated Effectiveness Model
20. Chapter 2 Workshop: Identify Your Goal Preferences
21. Case for Analysis: The Addlington Gallery of Art
22. Case for Analysis: Millier Machine Parts & Services
23. Chapter 3: Fundamentals of Organization Structure
24. 3.1 Organization Structure
25. 3.2 Information-Sharing Perspective on Structure
26. 3.3 Organization Design Alternatives
27. 3.4 Functional, Divisional, and Geographic Designs
28. 3.5 Matrix Structure
29. 3.6 Virtual Network Structure and Outsourcing
30. 3.7 Holacracy Team Structure
31. 3.8 Applications of Structural Design
32. Chapter 3 Workbook: You and Organization Structure
33. Case for Analysis: Holtzclaw Supermarkets, Inc.
34. Case for Analysis: Aquarius Advertising Agency
35. Part 3: Open System Design Elements
36. Chapter 4: The External Environment
37. 4.1 The Organization’s Environment
38. 4.2 The Changing Environment
39. 4.3 Adapting to Complexity and Dynamism
40. 4.4 Framework for Adapting to Complexity and Dynamism
41. 4.5 Dependence on Financial Resources
42. 4.6 Influencing Financial Resources
43. 4.7 Organization-Environment Integrative Framework
44. Chapter 4 Workshop: Organizations You Rely On
45. Case for Analysis: CPI Corporation
46. Case for Analysis: Farrington Medical Devices
47. Chapter 5: Interorganizational Relationships
48. 5.1 Organizational Ecosystems
49. 5.2 Resource Dependence
50. 5.3 Collaborative Networks
51. 5.4 Population Ecology
52. 5.5 Institutionalism
53. Chapter 5 Workshop: The Shamatosi
54. Case for Analysis: Technomagia and AUD
55. Case for Analysis: Bradford Chemicals Company
56. Chapter 6: Designing Organizations for the International Environment
57. 6.1 Entering the Global Arena
58. 6.2 The Challenges of Global Design
59. 6.3 Designing Structure to Fit Global Strategy
60. 6.4 Additional Global Coordination Mechanisms
61. 6.5 The Transnational Model of Organization
62. Chapter 6 Workshop: Made in the U.S.A.?
63. Case for Analysis: Halogen Analytics
64. Case for Analysis: Rhinebeck Industrial
65. Chapter 7: Designs for Societal Impact: Dual-Purpose Organizations, Corporate Sustainability, and Et
66. 7.1 Designing the Dual-Purpose Organization
67. 7.2 Corporate Social Responsibility
68. 7.3 The Consequences for Doing Good
69. 7.4 Designing a Structure for Executing a Sustainability Program
70. 7.5 Designs to Uphold Ethical Values
71. 7.6 Corporate Ethics in a Global Environment
72. Chapter 7 Workshop: What Is Your Level of Ethical Maturity?
73. Case for Analysis: Solo: Helping a Million People See Again
74. Case for Analysis: Fiedler, Philips & Wilson Design
75. Part 4: Internal Design Elements
76. Chapter 8: Designs for Manufacturing and Service Technologies
77. 8.1 Core Manufacturing Technology
78. 8.2 Surviving Extremely Complex Technologies
79. 8.3 Core Service Technology
80. 8.4 Noncore Departmental Technology
81. 8.5 Workflow Interdependence among Departments
82. Chapter 8 Workshop: Small Business Workflow Technology
83. Case for Analysis: Acetate Department
84. Case for Analysis: Digitalization in the Manufacturing Sector: Skills in Transition
85. Chapter 9: Designs for Digital Organizations and Big Data Analytics
86. 9.1 The Digital Information Explosion
87. 9.2 Pipes versus Platforms: A New Organization Form
88. 9.3 Big Data Analytics
89. 9.4 Artificial Intelligence
90. 9.5 Other Digital Applications in Organizations
91. 9.6 Digital Impact on Organization Design
92. Chapter 9 Workshop: Manufacturing and Big Data: Organize the Project
93. Case for Analysis: Hermitage Escalator Company
94. Chapter 10: Organization Size, Life Cycle, and Decline
95. 10.1 Organization Size: Is Bigger Better?
96. 10.2 Organizational Life Cycle
97. 10.3 Organizational Size, Bureaucracy, and Control
98. 10.4 Bureaucracy in a Changing World
99. 10.5 Bureaucracy and Other Forms of Control
100. 10.6 Organizational Decline
101. Chapter 10 Workshop: Classroom Control
102. Case for Analysis: Yahoo!: “Get to Work!”
103. Case for Analysis: Bachmeyer Foods, Inc.
104. Part 5: Managing Dynamic Processes
105. Chapter 11: Organizational Culture and Control
106. 11.1 Organizational Culture
107. 11.2 Culture and Organization Design
108. 11.3 Culture Strength and Organizational Subcultures
109. 11.4 Culture and Performance
110. 11.5 The Cultural Focus of Control Systems
111. Chapter 11 Workshop: Balanced Scorecard Exercise
112. Case for Analysis: Midwest Controls, Inc.
113. Case for Analysis: NASCAR
114. Chapter 12: Innovation and Change
115. 12.1 The Strategic Role of Innovation
116. 12.2 Elements for Successful Change
117. 12.3 Technology Innovation
118. 12.4 New Products and Services
119. 12.5 Strategy and Structure Change
120. 12.6 Culture Change
121. 12.7 Tactics for Implementing Change
122. Chapter 12 Workshop: Innovation Climate
123. Case for Analysis: Fabulous Footwear
124. Case for Analysis: Lamprey, Inc.
125. Chapter 13: Decision-Making Processes
126. 13.1 Types of Decisions
127. 13.2 Individual Decision Making
128. 13.3 Cognitive Biases
129. 13.4 Organizational Decision Making
130. 13.5 Organizational Decisions and Change
131. 13.6 Contingency Decision-Making Framework
132. 13.7 Special Decision Circumstances
133. Chapter 13 Workshop: Style of Decision Making
134. Case for Analysis: Government DTS
135. Case for Analysis: Dubois French Eatery
136. Chapter 14: Conflict, Power, and Politics
137. 14.1 Interdepartmental Conflict in Organizations
138. 14.2 Power and Organizations
139. 14.3 Political Processes in Organizations
140. 14.4 Using Soft Power and Politics
141. Chapter 14 Workshop: How Do You Handle Conflict?
142. Case for Analysis: East Tennessee News
143. Case for Analysis: The Burlington Plant
144. Integrative Cases
145. Integrative Case 1.0: Disorganization at Semco: Human Resource Practices as a Strategic Advantage
146. Integrative Case 2.0: Walmart’s Failures in Entering Three Developed Markets
147. Integrative Case 3.0: IKEA: Scandinavian Style
148. Integrative Case 4.0: Engro Chemical Pakistan Limited-Restructuring the Marketing Division
149. Integrative Case 5.0: The New York Times versus Amazon
150. Integrative Case 6.0: Lean Initiatives and Growth at Orlando Metering Company
151. Integrative Case 7.0: SCG Lampang: Overcoming Community Resistance to a Sustainability Project (A)
152. Integrative Case 8.0: Costco: Join the Club
153. Integrative Case 9.0: The Donor Services Department
154. Integrative Case 10.0: Cisco Systems: Evolution of Structure
155. Integrative Case 11.0: ToolTopia.com
156. Integrative Case 12.0: Sometimes a Simple Change Isn’t So Simple
157. Glossary
158. Name Index
159. Corporate Name Index
160. Subject Index

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