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Organization Theory and Design


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Table of Contents

Part I Introduction to Organizations 1 What are Organizations? 2 Perspectives on Organizations Part II Organizational Purpose and Structural Design 3 Strategy, Organization Design and Effectiveness 4 Fundamentals of Organization Structure Part III Open System Design Elements 5 The External Environment 6 Interorganizational Relationships 7 Designing Organizations for the International Environment Part IV Internal Design Elements 8 Manufacturing and Service Technologies 9 Information Technology and Control 10 Organization Size, Life Cycle and Decline Part V 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 Bin Kanzo: Competition, Collaboration and Expansion in the Saudi Arabian Crane Industry 2.0 `Box-ticking' in Organizations: Lessons of the Nimrod Disaster 3.0 Intercrane Ltd: Debates over Senior Decision-making and Strategy for Expansion 4.0 DYnotex Interio Ltd: Segmentation or Assimilation of Discrete Production Lines in a Changing Environment 5.0 Blood on the Gatepost: Family Conflicts in the New Zealand Farming Industry

About the Author

Jonathan Murphy is Lecturer in International Management and Organizational Analysis at Cardiff University, Wales, UK. He has combined academic study of management with professional practice in the areas of democracy and good governance. Jonathan is author of The World Bank and Global Managerialism as well as numerous articles and book chapters on international management, non-profit sector, and international development issues. He is Associate Editor of Critical Perspectives on International Business, the first international management journal with an explicitly critical focus. He holds a doctorate in management from the Judge Business School at Cambridge University, UK. Hugh Willmott is Research Professor at the Cardiff Business School. He has previously held appointments at the Universities of Cambridge, Manchester and Aston, and visiting appointments at the Universities of Copenhagen, Lund and Cranfield. His books include Making Quality Critical, The Re-engineering Revolution, Managing Knowledge, Management Lives, Studying Management Critically and Fragmenting Work. He has published widely in social science and management journals and currently is a member of the editorial boards of the Academy of Management Review, Organization Studies, Journal of Management Studies and an Associated Editor of Organization.

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