Organizational Theory, Design, and Change

by Jones, Gareth R.

• ISBN13: 9780131403710
• ISBN10: 0131403710
• Edition: 4th
• Format: Hardcover
• Copyright: 2004-01-01
• Publisher: Prentice Hall

Summary

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.

Table of Contents

PREFACE	xxi
PART I THE ORGANIZATION AND ITS ENVIRONMENT 1
Chapter 1 Organizations and Organizational Effectiveness	1	(30)
What Is an Organization?	1	(7)
How Does an Organization Create Value?	2	(3)
Why Do Organizations Exist?	5	(3)
Organizational Theory, Design, and Change	8	(7)
Organizational Structure	8	(1)
Organizational Culture	9	(1)
Organizational Design and Change	10	(2)
The Importance of Organizational Design and Change	12	(3)
The Consequences of Poor Organizational Design	15	(1)
How Do Managers Measure Organizational Effectiveness?	15	(10)
The External Resource Approach: Control	17	(1)
The Internal Systems Approach: Innovation	18	(1)
The Technical Approach: Efficiency	18	(2)
Measuring Effectiveness: Organizational Goals	20	(2)
The Plan of This Book	22	(2)
Organizational Design	24	(1)
Organizational Change	24	(1)
Summary	25	(1)
Discussion Questions	26	(1)
Organizational Theory in Action	26	(2)
Practicing Organizational Theory: Open Systems Dynamics	26	(1)
Making the Connection #1	26	(1)
The Ethical Dimension #1	26	(1)
Analyzing the Organization: Design Module #1	26	(1)
Assignment	27	(1)
Case for Analysis Kinko's New Operating Structure	28	(1)
References	29
Focus on New Information Technology
Amazon.com, Part 1	4	(7)
Organizational Insight
1.1 Opposite Organizing Approaches at Apple and Dell Computer	11	(5)
1.2 Redesigning AOL-Time Warner	16	(3)
1.3 Ups and Downs at Mattel	19	(1)
1.4 Improving Efficiency at FedEx and UPS	20	(11)
Chapter 2 Stakeholders, Managers, and Ethics	31	(29)
Organizational Stakeholders	31	(5)
Inside Stakeholders	32	(2)
Outside Stakeholders	34	(2)
Organizational Effectiveness: Satisfying Stakeholders' Goals and Interests	36	(3)
Competing Goals	37	(1)
Allocating Rewards	38	(1)
Top Managers and Organizational Authority	39	(4)
The Chief Executive Officer	41	(1)
The Top-Management Team	42	(1)
Other Managers	43	(1)
An Agency Theory Perspective	43	(2)
The Moral Hazard Problem	44	(1)
Solving the Agency Problem	44	(1)
Top Managers and Organizational Ethics	45	(8)
Sources of Organizational Ethics	48	(2)
Why Do Ethical Rules Develop?	50	(1)
Why Does Unethical Behavior Occur?	51	(2)
Creating an Ethical Organization	53	(2)
Designing an Ethical Structure and Control System	53	(1)
Creating an Ethical Culture	54	(1)
Supporting the Interests of Stakeholder Groups	54	(1)
Summary	55	(1)
Discussion Questions	55	(1)
Organizational Theory in Action	55	(2)
Practicing Organizational Theory	55	(1)
Making the Connection #2	56	(1)
The Ethical Dimension #2	56	(1)
Analyzing the Organization: Design Module #2	56	(1)
Assignment	56	(1)
Case for Analysis Ethical Stances at Johnson & Johnson and Dow Corning	57	(1)
References	58
Organizational Insight
2.1 The Increasing Power of Institutional Investors	33	(1)
2.2 Southwest Airlines Serves Its Customers	34	(1)
2.3 Should Doctors Own Stock in Hospitals?	35	(12)
2.4 The Use of Animals in Cosmetics Testing	47	(2)
2.5 Is It Right to Use Child Labor?	49	(11)
Chapter 3 Managing in a Changing Global Environment	60	(35)
What Is the Organizational Environment?	60	(10)
The Specific Environment	62	(2)
The General Environment	64	(2)
Sources of Uncertainty in the Organizational Environment	66	(4)
Resource Dependence Theory	70	(1)
Interorganizational Strategies for Managing Resource Dependencies	71	(1)
Strategies for Managing Symbiotic Resource Interdependencies	72	(6)
Developing a Good Reputation	72	(1)
Co-Optation	73	(1)
Strategic Alliances	74	(4)
Merger and Takeover	78	(1)
Strategies for Managing Competitive Resource Interdependencies	78	(4)
Collusion and Cartels	79	(1)
Third-Party Linkage Mechanisms	80	(1)
Strategic Alliances	81	(1)
Merger and Takeover	81	(1)
Transaction Cost Theory	82	(7)
Sources of Transaction Costs	82	(2)
Transaction Costs and Linkage Mechanisms	84	(1)
Bureaucratic Costs	85	(1)
Using Transaction Cost Theory to Choose an Interorganizational Strategy	85	(4)
Summary	89	(1)
Discussion Questions	90	(1)
Organizational Theory in Action	90	(2)
Practicing Organizational Theory: Protecting Your Domain	90	(1)
Making the Connection #3	91	(1)
The Ethical Dimension #3	91	(1)
Analyzing the Organization: Design Module #3	91	(1)
Assignment	91	(1)
Case for Analysis How Ford Manages Its Environment	92	(1)
References	93
Focus on New Information Technology
Amazon.com, Part 2	69	(1)
Managerial Implications
Analyzing the Environment	70	(12)
Resource Dependence Theory	82
Organizational Insight
3.1 GE's U.S.Managers Stumble in Hungary	66	(5)
3.2 Might Microsoft	71	(15)
3.3 Ekco and Its Suppliers	86	(2)
3.4 Li & Fung's Global Supply Chain Management	88	(7)
PART II ORGANIZATIONAL DESIGN	95	(206)
Chapter 4 Basic Challenges of Organizational Design	95	(34)
Differentiation	95	(8)
Organizational Roles	98	(1)
Subunits: Functions and Divisions	99	(1)
Differentiation at the B.A.R. and Grille	100	(1)
Vertical and Horizontal Differentiation	101	(1)
Organizational Design Challenges	102	(1)
Balancing Differentiation and Integration	103	(5)
Integration and Integrating Mechanisms	103	(5)
Differentiation versus Integration	108	(1)
Balancing Centralization and Decentralization	108	(3)
Centralization versus Decentralization of Authority	109	(2)
Balancing Standardization and Mutual Adjustment	111	(4)
Formalization: Written Rules	112	(1)
Socialization: Understood Norms	112	(1)
Standardization versus Mutual Adjustment	113	(2)
Mechanistic and Organic Organizational Structures	115	(9)
Mechanistic Structures	115	(1)
Organic Structures	116	(2)
The Contingency Approach to Organizational Design	118	(1)
Lawrence and Lorsch on Differentiation, Integration, and the Environment	119	(2)
Burns and Stalker on Organic versus Mechanistic Structures and the Environment	121	(3)
Summary	124	(1)
Discussion Questions	125	(1)
Organizational Theory in Action	125	(1)
Practicing Organizational Theory: Growing Pains	125	(1)
Making the Connection #4	125	(1)
The Ethical Dimension #4	125	(1)
Analyzing the Organization: Design Module #4	126	(1)
Assignment	126	(1)
Case for Analysis Where Should Decisions Be Made?	126	(1)
References	127
Focus on New Information Technology
Amazon.com, Part 3	114
Managerial Implications
Differentiation	103	(11)
The Design Challenges	114
Organizational Insight
4.1 B.A.R. And Grille Restaurant	96	(11)
4.2 Integration at Amgen	107	(3)
4.3 Centralize or Decentralize?	110	(7)
4.4 Sony's Magic Touch	117	(5)
4.5 McDonald's Changing Environment	122	(1)
4.6 Wal-Mart's Race to the Top	123	(6)
Chapter 5 Designing Organizational Structure: Authority and Control	129	(31)
Authority: How and Why Vertical Differentiation Occurs	129	(10)
The Emergence of the Hierarchy	130	(1)
Size and Height Limitations	130	(3)
Problems with Tall Hierarchies	133	(2)
The Parkinson's Law Problem	135	(1)
The Ideal Number of Hierarchical Levels: The Minimum Chain of Command	136	(1)
Span of Control	136	(3)
Control: Factors Affecting the Shape of the Hierarchy	139	(5)
Horizontal Differentiation	139	(3)
Centralization	142	(1)
Standardization	143	(1)
The Principles of Bureaucracy	144	(7)
The Advantages of Bureaucracy	149	(1)
Management by Objectives	150	(1)
The Influence of the Informal Organization	151	(2)
IT, Empowerment, and Self-Managed Teams	153	(2)
Summary	155	(1)
Discussion Questions	156	(1)
Organizational Theory in Action
Practicing Organizational Theory: How to Design a Hierarchy	156	(1)
Making the Connection #5	156	(1)
The Ethical Dimension #5	156	(1)
Analyzing the Organization: Design Module #5	156	(1)
Assignment	156	(1)
Case for Analysis A New Approach at Hewlett-Packard	157	(1)
References	158
Managerial Implications
Authority and Control	144	(9)
Using Bureaucracy to Benefit the Organization	153
Organizational Insight
5.1 The Shack-Up at Du Pont	134	(3)
5.2 Using the Hierarchy to Promote Creativity at EMI	137	(5)
5.3 Union Pacific Decentralizes	142	(6)
5.4 Never Underestimate the Power of Rules	148	(4)
5.5 Wildcate Strikes in the Gypsum Plant	152	(8)
Chapter 6 Designing Organizational Structure: Specialization and Coordination	160	(35)
Functional structure	160	(4)
Advantages of a Functional structure	162	(1)
Control Problems in a Functional Structure	163	(1)
Solving Control Problems with a Functional Structure	164	(1)
From Functional Structure to Divisional Structure	164	(3)
Moving to a Divisional Structure	167	(1)
Divisional Structure I: Three Kinds of Product Structure	167	(12)
Product Division Structure	168	(2)
Multidivisional Structure	170	(6)
Product Team Structure	176	(3)
Divisional Structure II: Geographic structure	179	(1)
Divisional Structure III: Market Structure	180	(3)
Matrix Structure	183	(4)
Advantages of a Matrix Structure	185	(1)
Disadvantages of a Matrix Structure	185	(1)
The Multidivisional Matrix Structure	186	(1)
Network Structure and the Boundaryless Organization	187	(3)
Advantages of Network Structures	188	(1)
Disadvantages of Network Structures	189	(1)
The Boundaryless Organization	189	(1)
Summary	190	(1)
Discussion Questions	191	(1)
Organizational Theory in Action
Practicing Organizational Theory: Which New Organizational Structure?	191	(1)
Making the Connection #6	191	(1)
The Ethical Dimension #6	191	(1)
Analyzing the Organization: Design Module #6	191	(1)
Assignment	192	(1)
Case for Analysis A New Caterpillar Emerges	192	(1)
References	193
Focus on New Information Technology
Managerial Implications
Functional Structure	165	(18)
Changing Organizational Structure	183
Amazon.com, Part 4	161	(13)
Organizational Insight
6.1 Creating GM's Multidivisional Structure	174	(4)
6.2 Iacocca Pioneers Chrysler's Team Structure	178	(3)
6.3 Wal-Mart Goes National, Then Global	181	(1)
6.4 Tailoring Structure to Customers	182	(13)
Chapter 7 Creating and Managing Organizational Culture	195	(32)
What Is Organizational Culture?	195	(5)
How Is an Organization's Culture Transmitted to Its Members?	200	(5)
Socialization and Socialization Tactics	201	(2)
Stories, Ceremonies, and Organizational Language	203	(2)
Where Does Organizational Culture Come From?	205	(11)
Characteristics of People Within the Organization	207	(2)
Organizational Ethics	209	(2)
Property Rights	211	(3)
Organizational Structure	214	(2)
Can Organizational Culture Be Managed?	216	(1)
Social Responsibility	217	(4)
Approaches to Social Responsibility	218	(1)
Why Be Socially Responsible?	219	(2)
Summary	221	(1)
Discussion Questions	222	(1)
Organizational Theory in Action
Practicing Organizational Theory: Developing a Service Culture	222	(1)
Making the Connection #7	222	(1)
The Ethical Dimension #7	223	(1)
Analyzing the Organization: Design Module #7	223	(1)
Assignment	223	(1)
Case for Analysis A Tale of Two Cultures	223	(1)
References	224
Managerial Implications
Analyzing Organizational Culture	206	(11)
Designing Organizational Culture	217
Organizational Insight
7.1 How Global Culture Affects Organizational Culture	198	(1)
7.2 Mergers and Cultures	199	(5)
7.3 Triad Systems Builds a Culture Based on Success	204	(2)
7.4 siteROCK's Military Management Culture	206	(2)
7.5 Procter & Gamble's Culture Is Hard to Change	208	(2)
7.6 Apple Juice of Sugar Water?	210	(2)
7.7 A Clash of Two Cultures	212	(2)
7.8 Bimba Changes Its Property Rights System	214	(6)
7.9 Ben and Jerry's Ethical Culture	220	(7)
Chapter 8 Organizational Design and Strategy in a Changing Global Environment
Strategy and the Environment	227	(6)
Sources of Core Competences	229	(1)
Global Expansion and Core Competences	230	(2)
Four Levels of Strategy	232	(1)
Functional-Level Strategy	233	(5)
Strategies to Lower Costs or Differentiate Products	233	(2)
Functional-Level Strategy and Structure	235	(2)
Functional-Level Strategy and Culture	237	(1)
Business-Level Strategy	238	(8)
Strategies to Lower Costs or Differentiate Products	239	(2)
Focus Strategy	241	(1)
Business-Level Strategy and Structure	241	(3)
Business-Level Strategy and Culture	244	(2)
Corporate-Level Strategy	246	(7)
Vertical Integration	247	(1)
Related Diversification	248	(1)
Unrelated Diversification	249	(1)
Corporate-Level Strategy and Structure	249	(3)
Corporate-Level Strategy and Culture	252	(1)
Implementing Strategy Across Countries	253	(6)
Implementing a Multidomestic Strategy	254	(2)
Implementing International Strategy	256	(1)
Implementing Global Strategy	257	(1)
Implementing Transnational Strategy	257	(2)
Summary	259	(1)
Discussion Questions	259	(1)
Organizational Theory in Action
Practicing Organizational Theory: What Kind of Supermarket?	260	(1)
Making the Connection #8	260	(1)
The Ethical Dimension #8	260	(1)
Analyzing the Organization: Design Module #8	260	(1)
Assignment	260	(1)
Case for Analysis Levi Strauss Goes Global	261	(1)
References	262
Focus on New Information Technology
Amazon.com, Part 5	240
Managerial Implications
Functional-Level Strategy	239	(7)
Business-Level Strategy	246	(7)
Corporate-Level Strategy	253
Organizational Insight
8.1 PepsiCo Chooses an New Structure	244	(1)
8.2 How Culture Derailed the Marger Between AHP and Monsanto	245	(6)
8.3 Hitachi Ltd.	251	(13)
Chapter 9 Organizational Design, Competences, and Technology	264	(37)
What Is Technology?	264	(2)
Technology and Organizational Effectiveness	266	(2)
Technical Complexity: The Theory of Joan Woodward	268	(7)
Small-Batch and Unit Technology	269	(1)
Large-Batch and Mass Production Technology	270	(1)
Continuous-Process Technology	271	(1)
Technical Complexity and Organizational Structure	271	(3)
The Technological Imperative	274	(1)
Routine Tasks and Complex Tasks: The Theory of Charles Perrow	275	(4)
Task Variability and Task Analyzability	275	(1)
Four Types of Technology	276	(2)
Routine Technology and Organizational Structure	278	(1)
Nonroutine Technology and Organizational Structure	279	(1)
Task Interdependence: The Theory of James D. Thompson	279	(7)
Mediating Technology and Pooled Interdependence	280	(2)
Long-Linked Technology and Sequential Interdependence	282	(1)
Intensive Technology and Reciprocal Interdependence	283	(3)
From Mass Production to Advanced Manufacturing Technology	286	(3)
Advanced Manufacturing Technology: Innovations in Materials Technology 289
Computer-Aided Design	289	(1)
Computer-Aided Materials Management	290	(1)
Just-in-Time Inventory systems	291	(1)
Flexible Manufacturing Technology and Computer Integrated Manufacturing	292	(2)
Summary	294	(1)
Discussion Questions	295	(1)
Organizational Theory in Action
Practicing Organizational Theory: Choosing a Technology	295	(1)
Making the Connection #9	296	(1)
The Ethical Dimension #9	296	(1)
Analyzing the Organization: Design Module #9	296	(1)
Assignment	296	(1)
Case for Analysis The Shape of Things to Come	297	(1)
References	298
Managerial Implications
Analyzing Technology	287
Organizational Insight
9.1 Progressive Manufacture at Ford	265	(19)
9.2 USAA Improving the Delivery of Intangible Services	284	(2)
9.3 A New Approach at Hewlett-Packard	286	(7)
9.4 Motorola's Factory of the Future	293	(8)
PART III ORGANIZATIONAL CHANGE	301	(158)
Chapter 10 Types and Forms of Organizational Change	301	(37)
What Is Organizational Change?	301	(2)
Targets of Change	302	(1)
Forces for and Resistance to Organizational Change	303	(7)
Forces for Change	303	(2)
Resistances to Change	305	(1)
Organization-Level Resistance to Change	306	(1)
Group-Level Resistance to Change	307	(1)
Individual-Level Resistance to Change	308	(1)
Lewin's Force Field Theory of Change	308	(2)
Evolutionary and Revolutionary Change in Organizations	310	(1)
Developments in Evolutionary Change	310	(6)
Sociotechnical Systems Theory	310	(1)
Total Quality Management	311	(2)
Flexible Workers and Flexible Work Teams	313	(3)
Developments in Revolutionary Change	316	(6)
Reengineering	316	(4)
Restructuring	320	(1)
Innovation	321	(1)
Managing Change: Action Research	322	(5)
Diagnosing the Organization	322	(2)
Determining the Desired Future State	324	(1)
Implementing Action	324	(1)
Evaluating the Action	325	(1)
Institutionalizing Action Research	326	(1)
Organizational Development	327	(5)
OD Techniques to Deal with Resistance to Change	327	(2)
OD Techniques to Promote Change	329	(3)
Summary	332	(1)
Discussion Questions	333	(1)
Organizational Theory in Action	333	(1)
Practicing Organizational Theory: Managing Change	333	(1)
Making the Connection #10	333	(1)
The Ethical Dimension #10	333	(1)
Analyzing the Organization: Design Module #10	334	(1)
Case for Analysis Sears Changes Again and Again	334	(1)
References	335
Managerial Implications
Forces for and Resistances to Change	309	(17)
Designing a Plan for Change	326
Organizational Insight
10.1 Nike, Reebok, Adidas, and the Sweatshops	306	(7)
10.2 Citibank uses TQM to Increase Customer Loyalty	313	(2)
10.3 Flexible Work Teams at Globe	315	(1)
10.4 GM and Toyota Give Plant a New Lease on Life	316	(3)
10.5 How to Stay on Top in the Greeting Card Business	319	(9)
10.6 Competitive Advantage: Achieving Change Through Empowering Work Groups	328	(10)
Chapter 11 Organizational Transformations: Birth, Growth, Decline, and Death	338	(29)
The Organizational Life Cycle	338	(1)
Organizational Birth	339	(3)
Developing a Plan for a New Business	340	(2)
A Population Ecology Model of Organizational Birth	342	(5)
Number of Births	342	(2)
Survival Strategies	344	(1)
The Process of Natural Selection	345	(2)
The Institutional Theory of Organizational Growth	347	(3)
Organizational Isomorphism	348	(1)
Disadvantages of Isomorphism	349	(1)
Greiner's Model of Organizational Growth	350	(4)
Stage 1: Growth Through Creativity	351	(1)
Stage 2: Growth Through Direction	351	(1)
Stage 3: Growth Through Delegation	352	(1)
Stage 4: Growth Through Coordination	353	(1)
Stage 5: Growth Through Collaboration	354	(1)
Organizational Decline and Death	354	(7)
Organizational Inertia	355	(2)
Changes in the Environment	357	(1)
Weitzel and Jonsson' s Model of Organizational Decline	358	(3)
Summary	361	(1)
Discussion Questions	362	(1)
Organizational Theory in Action	363	(1)
Practicing Organizational Theory: Growing Pains	363	(1)
Making the Connection #11	363	(1)
The Ethical Dimension #11	363	(1)
Analyzing the Organization: Design Module #11	363	(1)
Assignment	363	(1)
Case for Analysis The Body Shop Reaches Middle Age	364	(1)
References	365
Focus on New Information Technology
Amazon.com, Part 6	347	(8)
Managerial Implications
Organizational Birth and Growth	355	(6)
Organizational Decline	361
Organizational Insight
11.1 General Dynamics Goes from Weakness to Strength	359	(8)
Chapter 12 Decision Making, Learning, Knowledge Management, and Information Technology	367	(36)
Organizational Decision Making	367	(1)
Models of Organizational Decision Making	368	(8)
The Rational Model	368	(2)
The Carnegie Model	370	(2)
The Incrementalist Model	372	(1)
The Unstructured Model	372	(2)
The Garbage Can Model	374	(2)
The Nature of Organizational Learning	376	(7)
Types of Organizational Learning	376	(1)
Levels of Organizational Learning	377	(3)
Knowledge Management and Information Technology	380	(3)
Factors Affecting Organizational Learning	383	(7)
Organizational Learning and Cognitive Structures	384	(1)
Types of Cognitive Biases	385	(1)
Cognitive Dissonance	385	(1)
Illusion of Control	386	(1)
Frequency and Representativeness	387	(1)
Projection and Ego Defensiveness	388	(1)
Escalation of Commitment	389	(1)
Improving Decision Making and Learning	390	(6)
Strategies for Organizational Learning	390	(1)
Utilizing Game Theory	391	(2)
Nature of the Top-Management Team	393	(2)
Devil's Advocacy and Dialectical Inquiry	395	(1)
Collateral Organizational structure	396	(1)
Summary	396	(1)
Discussion Questions	397	(1)
Organizational Theory in Action	398	(1)
Practicing Organizational Theory: Store Learning	398	(1)
Making the Connection #12	398	(1)
The Ethical Dimension #12	398	(1)
Analyzing the Organization: Design Module #12	398	(1)
Assignment	398	(1)
Case for Analysis Encouraging Learning at Baxter International	399	(1)
References	400
Managerial Implications
Decision Making and Learning	396
Organizational Insight
12.1 Should GE Make or Buy Washing Machines?	373	(2)
12.2 Microsoft Is Not All-Seeing After All	375	(6)
12.3 Accenture's Knowledge Management System	381	(7)
12.4 Mistakes and More Mistakes at the E-grocers	388	(15)
Chapter 13 Innovation, Intrapreneurship, and Creativity	403	(27)
Innovation and Technological Change	403	(7)
The Product Life Cycle	406	(3)
Innovation, Intrapreneurship, and Creativity	409	(1)
Managing the Innovation Process	410	(12)
Project Management	411	(2)
Stage-Gate Development Funnel	413	(2)
Using Cross Functional Teams and a Product Team Structure	415	(2)
Team Leadership	417	(1)
Skunk Works and New Venture Divisions	417	(3)
Joint Ventures	420	(1)
Creating a Culture for Innovation	420	(2)
Innovation and Information Technology	422	(3)
Innovation and Information Synergies	423	(2)
IT and Organizational Structure and Culture	425	(1)
Summary	425	(1)
Discussion Questions	426	(1)
Organizational Theory in Action
Practicing Organizational Theory: Managing Innovation	426	(1)
Making the Connection #13	426	(1)
The Ethical Dimension #13	426	(1)
Analyzing the Organization: Design Module #13	427	(1)
Case for Analysis Big Changes at Boeing	427	(1)
References	428
Focus on New Information Technology
Amazon.com, Part 7	424
Managerial Implications
Innovation	422
Organizational Insight
13.1 Innovation at The Gap	408	(10)
13.2 Championing the Mustang	418	(1)
13.3 Too Much Innovation at Lucent	419	(11)
Chapter 14 Managing Conflict, Power, and Politics	430	(29)
What Is Organizational Conflict?	430	(3)
Pondy's Model of Organizational Conflict	433	(5)
Stage 1: Latent Conflict	434	(2)
Stage 2: Perceived Conflict	436	(1)
Stage 3: Felt Conflict	437	(1)
Stage 4: Manifest Conflict	437	(1)
Stage 5: Conflict Aftermath	438	(1)
Managing Conflict: Conflict Resolution strategies	438	(3)
Acting at the Level of Structure	439	(1)
Acting at the Level of Attitudes and Individuals	439	(2)
What Is Organizational Power?	441	(1)
Sources of Organizational Power	441	(6)
Authority	442	(2)
Control over Resources	444	(1)
Control over Information	444	(1)
Nonsubstitutability	445	(1)
Centrality	445	(1)
Control over Uncertainty	446	(1)
Unobtrusive Power: Controlling the Premises of Decision Making	446	(1)
Using Power: Organizational Politics	447	(6)
Tactics for Playing Politics	447	(4)
The Costs and Benefits of Organizational Politics	451	(2)
Summary	453	(1)
Discussion Questions	453	(1)
Organizational Theory in Action	454	(1)
Practicing Organizational Theory: Managing Conflict	454	(1)
Making the Connection #14	454	(1)
The Ethical Dimension #14	454	(1)
Analyzing the Organization: Design Module #14	454	(1)
Assignment	454	(1)
Case for Analysis The Shake-Up in GM's Hierarchy	455	(1)
References	456
Managerial Implications
Conflict	441	(11)
Power and Politics	452
Organizational Insight
14.1 Conflict Causes Slow Change At Kodak	435	(1)
14.2 How Rewards Produced Conflict at CS First Boston	436	(13)
14.3 Power Struggles and Corporate Greed at WorldCom	449	(10)
CASE STUDIES	459	(120)
Case 1 United Products, Inc.	459	(11)
Jeffrey C. Shuman
Case 2 The Paradoxical Twins: Acme and Omega Electronics	470	(5)
John F. Veiga
Case 3 Continental Can Company of Canada, Ltd.	475	(12)
Paul R. Lawrence
Case 4 TRW Systems Group (A and B Condensed)	487	(17)
Paul K. Thompson
Case 5 Texana Petroleum Corporation	504	(8)
Jay W. Lorsch, Paul R. Lawrence, and James A. Garrison
Case 6 W. L. Gore & Associates, Inc.	512	(12)
Frank Shipper and Charles C. Manx
Case 7 Three Roads to Innovation	524	(3)
Ronald A. Mitsch
Case 8 The Scaffold Plank Incident	527	(3)
Stewart C. Malone and Brad Brown
Case 9 Beer and Wine Industries: Bartles & Jaymes	530	(8)
Per V. Jenster
Case 10 Bennett's Machine Shop, Inc.	538	(14)
Arthur Sharplin
Case 11 Southwest Airlines	552	(5)
Case 12 Pharmacia and Upjohn	557	(7)
Gareth R. Jones
Case 13 Philips NV	564	(3)
Charles W. L. Hill
Case 14 "Ramrod" Stockwell	567	(3)
Charles Perrow
Case 15 Rondell Data Corporation	570	(9)
John A. Seeger
COMPANY INDEX	579	(4)
NAME INDEX	583	(2)
SUBJECT INDEX	585