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Based upon classical and contemporary theory and empirical research, this text forms a sociological analysis of organizations, focusing on the impacts that organizations have upon individuals and society.
Pamela S. Tolbert, Professor, School of Industrial and Labor Relations, Cornell University Richard H. Hall, Distinguished Service Professor, University at Albany, State University of New York
Table of Contents
|Thinking About Organizations||p. 1|
|Why Study Organizations?||p. 1|
|Organizational Impacts||p. 3|
|The Nature of Organizations||p. 14|
|The Plan of the Book||p. 17|
|Summary and Conclusions||p. 18|
|Organizational Structure: Key Dimensions||p. 19|
|Defining Organizational Structure||p. 20|
|Studying Organizational Structure: Early Research on the Bureaucratic Form||p. 21|
|Sociological Studies of Formal Structure in Organizations||p. 25|
|Dimensions of Formal Structure||p. 27|
|Relations Between Complexity, Formalization, and Centralization||p. 41|
|Summary and Conclusions||p. 43|
|Organizational Structure: Explanations||p. 44|
|Effects of Size||p. 46|
|Effects of Technology||p. 50|
|Combined Effects of Size and Technology||p. 53|
|In Practice: Functional, Product, and Matrix Forms of Organization||p. 54|
|Effects of Internal Culture||p. 57|
|Environmental Effects on Structure: External Culture||p. 58|
|Creating Formal Structure: Debates over Process||p. 64|
|Summary and Conclusions||p. 66|
|Power and Power Outcomes||p. 68|
|The Nature of Power in Organizations||p. 69|
|Authority and Power||p. 69|
|Other Types of Power||p. 71|
|Shifts in Power||p. 77|
|Power Outcomes: Compliance and Involvement||p. 78|
|Power Outcomes: Conflict||p. 79|
|The Components of Conflict Situations||p. 83|
|The Outcomes of Conflict||p. 85|
|Summary and Conclusions||p. 86|
|What Is Leadership?||p. 90|
|The Outcomes of Leadership for Organizations||p. 98|
|Leadership in the Voluntary Organization||p. 107|
|Summary and Conclusions||p. 108|
|Organizations as Systems of Decisions||p. 111|
|Strategic Decision-Making||p. 115|
|Strategies of Power and Decision-Making||p. 118|
|Summary and Conclusions||p. 120|
|The Importance of Communication||p. 122|
|Individual Factors||p. 124|
|Organizational Factors||p. 126|
|Vertical Communication||p. 126|
|Horizontal Communication||p. 130|
|Communication Problems||p. 133|
|Communication to and from Outside the Organization||p. 135|
|Possible Solutions||p. 136|
|Summary and Conclusions||p. 137|
|Managing Organizational Environments: Conceptions of the Environment||p. 139|
|"Discovering" Organizational Environments||p. 140|
|Defining the Environment||p. 142|
|Perceiving the Environment||p. 159|
|Summary and Conclusions||p. 160|
|Managing Organizational Environments: General Paradigms||p. 161|
|The Contingency Paradigm||p. 162|
|The Resource Dependence Paradigm||p. 163|
|The Transaction Cost Paradigm||p. 171|
|The Institutional Paradigm||p. 176|
|The Population Ecology Paradigm||p. 177|
|Combining Paradigms||p. 183|
|Summary and Conclusions||p. 184|
|Organizational Performance and Change||p. 186|
|Problems of Defining Organizational Goals||p. 187|
|Approaches to Organizational Effectiveness||p. 190|
|Evaluating Organizational Performance: Key Issues||p. 196|
|Organizational Change and Transformation||p. 198|
|Organizational Change: Learning and Transformation||p. 198|
|Transformational Change||p. 204|
|Summary and Conclusions||p. 208|
|Name Index||p. 249|
|Subject Index||p. 261|
|Table of Contents provided by Ingram. All Rights Reserved.|