本书为目前的管理者和研究人员提供了一些经典或畅销书籍的中心内容及核心理论。管理者面临当今多变的社会环境，如何对组织管理作出决策，如何建立一个 以人为本 的组织环境，读者可以在这里找到对这些问题的情况分析或博弈结果。

目 录

1.Organizations and Organization Theory

2.The Open System

3.Organization Structure and Design

4.Organization Design Process

5.Managing Dynamic Processes

6.Strategy and Conflict

.......

Preface xi

part one

Introduction to Organizations

chapter one

Organizations and Organization

Theory

A Look Inside International Business Machines

Corporation

Organization Theory in Action

Topics 6

Current Challenges

Book Mark l.O: Sacred Cows Make the Best

Burgers: Paradigm-Busting Strategies for

Developing Change-Ready People and

Organizations

Purpose ofThis Chapter

What Is an Organization?

Definition

Importance of Organizations

Organizations as Systems

Open Systems

Chaos Theory

Organizational Subsystems

Dimensions of Organization Design

Structural Dimensions

Contextual Dimensions

In Practice l.l: W.L. Gore & Associates

What Is Organization Theory?

History

The Postmodern Organization Paradigm

Contingency

The New Paradigm Chrysler's New Castle

Plant

Multiple Perspectives of Organization Theory

Rational-Contingency Perspective

Radical-Marxism Perspective

Transaction-Cost Economics Perspective

What Organization Theory Can Do

InPractice 2.2: Xerox

Framework for the Book

Levels of Analysis

Plan of the Book

Plan of Each Chapter

Summary and Interpretation

Chapter One Workbook Measuring Dimensions

of Organizations

Case for Analysis' S-S Technologies Inc. (A)-

Introduction

Case for Analysis: S-S Technologies Inc. (D)--

Organizational Design

part two

The Open System

chapter two

Strategic Management and

Organizational Effectiveness

A Look Inside Marmot Mountain

Top Management Strategic Direction

Organizational Goals

Mission

Operative Goals

Purposes of Goals

Book Mark 2.0: What America Does Right:

Learning from Companies That Put People

First

Summary

Organizational Strategies

Porter's Competitive Strategies

In Practice 2.1: DeltaAirlines

Strategies for Organizational Excellence

The New Paradigm: Springfield

Remanufacturing Corporation

Organizational Effectiveness

Traditional Effectiveness Approaches

Goal Approach

In Practice 2.2: Granite Rock Company 6.1

System Resource Approach

Internal Process Approach

Contemporary Effectiveness Approaches

Stakeholder Approach

In Practice 2.3: SafewayInc. 5

Competing Values Approach

In Practice 2.4: Ford Motor Company

Summary and Interpretation

Chapter Two Workbook: Identifying Company

Goals and Strategies

Case for Analysis: The University Art

bMuseum

Case for Analysis: Quality Circle

Consequence

Chapter Two Workshop: Competing Values and

Organizational Effectiveness

chapter three

The External Environment

A Look Inside AT&T

The Environmental Domain

Task Environment

General Environment

International Context

In Practice 3.1: General Electric

Environmental Uncertainty

Simple-Complex Dimension

Stable-Unstable Dimension

Framework

Adapting to Environmental Uncertainty

Positions and Departments

Book Mark 3.0: Hypercompetition: Managing

the Dynamics of Strategic Maneuvering

Buffering and Boundary Spanning

In Practice 3.2: Characters, Inc.

Differentiation and Integration

Organic Versus Mechanistic Management

Processes

The New Paradigm Arizona Public Service

Company

Institutional Imitation

Planning and Forecasting

Framework for Organizational Responses to

Uncertainty

Resource Dependence

Controlling Environmental Resources

Establishing Interorganizational Linkages

In Practice 3.3: Toshiba

Controlling the Environmental Domain

Organization-Environment Integrative Framework

Summary and Interpretation

Chapter Three Workbook Organizations You

Rely On

CaseforAnalysis: The Paradoxical Twins: Acme

and Omega Electronics

Chapter Three Workshop: The External

Environment

part three

Organization Structure and

Design

chapter four

Manufacturing, Service and

Advanced Information

Technologies

A Look Inside French Rags

Organization-Level Technology

Manufacturing Firms

Book Mark 4.0: Lean Thinking: Banish Waste

and Create Wealth in Your Corporation

In Practice 4.1: Northeast Utilities and Boston

Edison Company

Computer-IntegratedManufacturing

Service Firms

The New Paradigm: Progressive Corp

vDepartmental Technology

Variety

Analyzability

Framework

Department Design

In Practice 4.2: "M*A*S*H" versus "E.R'

Workflow Interdependence Among

Departments

Types

Structural Priority

Structural Implications

In Practice 4.3: Athletic Teams

Advanced Information Technology

Management Implications

Organization Design

In Practice 4.4: Taco Bell

Workplace Culture

impact of Technology on Job Design

Job Design

Sociotechnical Systems

Summary and Interpretauon

Chapter Four Workbook Bistro Technology

Case for Analysis' Acetate Department

chapterfive

Organization Size, Life Cycle and

Dedine

A Look Inside Matsushita Electric

Organization Size: Is Bigger Better?

Pressures for Growth

Large Versus Small

Organization Size and Bureaucracy

What Is Bureaucracy?

The New Paradigm: Carrier Corporation

Bases ofAuthority

Size and Structural Characteristics

Formalization

Decentralization

Complexity

In Practice 5.2; United Parcel Service

Personnel Ratios

Bureaucracy in a Changing World

Organizational Life Cycle

Stages of Life Cycle Development

Book Mark 5.0: The Self-Defeating

Organization: How Smart Companies Can Stop

Outsmarting Themselves

In Practice 5.2' Mothers Against Drunk

Driving

Organizational Characteristics During the Life

Cycle

Organizational Decline and Downsizing

Definition and Causes

A Model of Decline Stages

In Practice 5.3: Mudge, Rose, Guthrie

Alexander & Ferdon

Downsizing Implementation

Summary and Interpretation

ChapterFive Workbook Life Cycle of

Organizations

CaseforAnalysis: Mason & Lynch (A)

Case for Analysis: Mason & Lynch (B)

ChapterFive Workshop: WlNDSOCK, INC

chapter six

Pundamentals of Organization

Structure

A Look Inside Zeneca Agricultural Products 201

Structure and Strategy

Information-Processing Perspective on

Structure

Vertical Information Linkages

Horizontal Information Linkages

In Practice 6.1: General Mills

In Practice 6.2 Hewlett-Packard Terminals

Division

Organization Design Alternatives

Define Work Activities

Reporting Relationships

Departmental Grouping Options

Functional, Divisional, and Geographical

Designs

Functional Structure

In Practice 6.3: Blue Bell Creameries, Inc.

Functional Structure with Horizontal Linkages

In Practice 6.4: Karolinska Hospital

Divisional Structure

Geographical Structure

Hybrid Structure

Characteristics

In Practice 6.5: Sun Petroleum Products

Company

Strengths and Weaknesses

Matrix Structure

Conditions for the Matrix

y Matrix Roles

engths and Weaknesses

In Practice 6.6: Pittsburgh Steel Company

Symptoms of Structural Deficiency

Summary and Interpretation

Chapter Six Workbook: You and Organization

Structure

Case for Analysis: C & C Grocery Stores, Inc

Case for Analysis Aquarius Advertising

Agency

chapter seven

Contemporary Designs for Global

Competition

A Look Inside Ryder Systems, Inc

Global Forces at Work

The New Paradigm: Ciba-Geigy Canada, Ltd

249

New Designs for Domestic Advantage

The Horizontal Corporation

In Practice 7.1; MacMillan Bloedel

Reengineering

Book Mark 7.0: Jumping the Curve: Innovation

and Strategic Choice in an Age of Transition

255

Dynamic Network Design

In Practice 7.2: TopsyTail, Inc.

Organizational Designs for Global Advantage

258

Stages of International Development

International Strategic Alliances

Global Work Teams

International Strategy and Organization Design

Fit

Model for Global Versus Local Opportunities

International Division

Structural Designs for Global Operations

Global Product Division Structure

Global Geographic Division Structure

In Practice 7.3: Dow Chemical

Global Matrix Structure

In Practice 7.4: Asea Brown Boveri (ABB)

266

Transnational Model

Summary and Interpretation

Chapter Seven Workbook: Team Principles

CaseforAnalysis: The London Free Press (Bl)-

Strategic Change

CaseforAnalysis: The London Free Press (B2)-

Strategic Change

Casefor Analysis: Saint-Gobain-Pont-a-

Mousson

ChapterSeven Workshop: The Poster Company

part four

Organization Design

Process

chapter eight

Innovation and Change

A Look Inside 3M

Innovate or Perish:The Strategic Role of

Change

Incremental Versus Radical Change

StrategicTypes of Change

Elements for Successful Change

In Practice 8.1 Rolls-Royce Motor Company

Technology Change

The Ambidextrous Approach

Techniques for EncouragingTechnology Change

In Practice 8.2: Hewlett-Packard

New Products and Services

New Product Success Rate

Reasons for New Product Success

Horizontal Linkage Model

In Practice 8.3: IBM PC Company

Achieving Competitive Advantage with Product

Innovation

Strategy and Structure Change

The Dual-Core Approach

In Practice 8.4: Autodesk, Inc.

People and Culture Change

Reengineering and Horizontal Organization

Total Quality Management

Organizational Development

OD Culture Change Interventions

The New Paradigm: U.S. Agriculture

Department's Animal and Plant Health

Inspection Service

Strategies for Implementing Change

Leadership for Change

Barriers to Change

Book Mark 8.0: Real Change Leaders: HowYou

Can Create Growth and High Performance at

Your Company

Techniques for Implementation

Summary and Interpretation

Chapter Eight Workbook: Innovation Climate

316

Case forAnalysis. The Bay Kitchener

chapter nine

Information Technology and

Organizational Control

A Look Inside KPMG Peat Marwick

Information Requirements

Information Amount and Richness

Information Technology and the Organization

New Organization Structures and Infonnation

Technology

In Practice 9.1: Nu-Skin International

Infonnation Technology Evolution

A Model for Designing Information Support

Systems

The New Paradigm: Information on Demand-

The Intranet

In Practice 9.2' Ingersoll Milling Machine Co

Strategic Advantage of Information Technology

Low-Cost Leadership

Differentiation

In Practice 9.3' Schneider National

Strategic Control

Major Control Approaches

Market Control

In Practice 9.4: Imperial Oil Limited

Bureaucratic Control

In Practice 9.5: Cypress Semiconductor

Corporation

Clan Control

In Practice 9.6: Metallic, Inc.

Contingency Control Model

Supervisory Control Strategies

Balancing Empowerment and Control

Book Mark 9.0: Levers of Control: How

Managers Use Innovative Control Systems to

Drive Strategic Renewal

Summary and Interpretation

Chapter Nine Workbook Control Mechanisms

360

Case for Analysis Sunflower Incorporated

chapter ten

Organizational Culture and Ethical

Values

A Look Inside Southwest Airlines

Organizational Culture

What Is Culture?

Emergence and Purpose of Culture

Interpreting Culture

Culture Strength and Adaptation

Book Mark lO.O: Built to Last: Successful Habits

of Visionary Companies

In Practice lO.l: Rhone-Poulenc, Inc

Creating the Culture

Strategy and Culture

The Adaptability/Entrepreneurial Culture

The Mission Culture

The Clan Culture

The Bureaucratic Culture

Ethical Values in Organizations

Sources of Ethical Values in Organizations

Personal Ethics

Organizational Culture

Organizational Systems

External Stakeholders

The New Paradigm: Starbucks Coffee

How Leaders Shape Culture and Ethics

Value Based Leadership

In Practice 10.2: Herman Miller

Formal Structure and Systems

In Practice 10.3: Texas Instruments

Summary and Interpretation

Chapter Ten Workbook: Shop 'til You Drop:

Corporate Culture in the Retail World

CaseforAnalysis: Dinner for Four (A)

Case for Analysis: Dinner for Four (B)

Case for Analysis: Implementing Strategic

Change

Chapter Ten Workshop: The Power of

Ethics

part five

Managing Dynamic Processes

chapter eleven

Dedsion-Making Processes

A Look Inside Intel Corporation

Definitions

Individual Decision Making

Rational Approach

In Practice ll.l: Alberta Manufacturing

Bounded Rationality Perspective

Book Mark ll.O: The Dynamic

Decisionmaker

In Practice 22.2; Paramount Pictures

Corporation

Organizational Decision Making

Management Science Approach

In Practice 22.3; Urgences Sante

Carnegie Model

In Practice 22.4; Greyhound Lines, Inc

Incremental Decision Process Model

In Practice 22.5; Gillette Company

Integrating the Incremental Process and Carnegie

Models

Garbage Can Model

In Practice 22.6; Casablanca

Contingency Decision-Making Framework

424

Goal Consensus

Technical Knowledge

Contingency Framework

Special Decision Circumstances

High-Velocity Environments

Decision Mistakes and Learning

Escalating Commitment

Summary and Interpretation

Chapter Eleven Workbook Decision

Styles

Case for Analysis: Equal Employment

Reaction

Case for Analysls: The Dilemma ofAliesha State

College: Competence Versus Need

chapter twelve

Power and Politics

A Look Inside United States Information

Agency

Individual Versus Organizational Power

Power Versus Authority

Vertical Power

Power Sources for Top Management

In Practice 22.2; Time Warner

Power Sources for Middle Managers

Power Sources for Lower-Level Participants

The Trend Toward Empowerment

Reasons for Empowerment

In Practice 72.2; Chrysler Corporation

Elements of Empowerment

The New Paradigm: Reflexite Corporation

Empowerment Applications

The Empowerment Process

Horizontal Power

Book Mark 12.0; The Age of Participation:

New Governance for the Workplace and the

World

Strategic Contingencies

Power Sources

In Practice 22.3; University of lllinois

In Practice 22.4; Crystal Manufacturing

Political Processes in Organizations

Definition

Rational Choice Versus Political Behavior

In Practice 22.5; Britt Technologies, Inc

Domains of Political Activity

Process Framework

Using Power and Political Influence

Tactics for Increasing the Power Base

Political Tactics for Using Power

In Practice 12.6; Halifax Business

Machines

Summary and Interpretation

Chapter Twelve Workbook: Power of Lower-

Level Participants

Case for Analysis: Dual Lines ofAuthority

Case for Analysis- Pierre Dux

chapter thirteen

Interdepartmental Relations and

Conflict

A Look Inside Techno Projecl

What Is Intergroup Conflict?

Horizontal Conflict

Vertical Conflict

The Nature of Intergroup Conflict

In Practice 13.1: PATCO

Types of Changes

Model of Intergroup Conflict

Interdepartmental Conflict

Contextual and Organizational Factors

tn Practice 73.2: Lantech

Attributes of Interdepartmental Relationships

The New Paradigm GE Plastics/Borg-Warner

In Practice 13.3: The Triad Project

The Cooperative Model of Organization

Book Mark 13.0: The We-Force in Management:

How to Build and Sustain Cooperation

In Practice 13.4: Fastbuck, Incorporated

Benefits from Cooperation

In Practice 13.5: General Electric

Losses from Conflict

Techniques for Managing Conflict Among

Groups

In Practice 13.6: Canadian-Atlantic

Vertical Conflict

Sources of Worker-Management Conflict

505

Resolution ofWorker-Management Conflict

507

Collective Bargaining

Cooperative Approaches

In Practice 13.7: SSl Services, Inc

Summary and Interpretation

Chapter Thirteen Workbook: How Do You

Handle Conflict?

Case for Analysis: Cherie Cosmetics Limited

Elegante Divi? on

part six

Strategy and Structure for the

Future

chapter fourteen

Interorganizational Relationships

A Look Inside Chrysler Corporation

Organizational Ecosystems

Is Competition Dead?

The Changing Role of Management

Book Mark 14.0: The Boundaryless

Organization: Breaking the Chains of

Organizational Structure

Interorganizational Framework

Resource Dependence

Resource Strategies

Power Strategies

Collaborative Networks

International Origins

In Practice 14.l: Mitsubishi

From Adversaries to Partners

In Practice 14.2 Empire Equipment Company

The New Paradigm: Volkswagen

Population Ecology

Organizational Form and Niche

Process of Change

Strategies for Survival

In Practice 14.3: Sun Microsystems, Inc

Institutionalism

Institutional Isomorphism

Summary and Interpretation

Chapter Fourteen Workbook Management

Fads

Case for Analysis. Hugh Russel Inc.

Chapter Fourteen Workshop' Ugli Orange Case

chapter fifteen

Toward the Learning Organization

ALook Inside Kalahari Bushmen

Organizational Design Configurations

Strategy Formulation and Implementation

Organizational Form and Design

The Effective Organization

The Learning Organization

Why Create Learning Capability?

Mindful Leadership

Empowered Employees

Emergent Strategy

Strong Culture

Shared Information

Horizontal Structure

Book Mark 75.0; Open-Book Management:

The Coming Business Revolution

In Practice 15.1: Chaparral Steel

Organizational Transformation and Leadership

571

Corporate Transformation

In Practice 15.2: Navistar International

Corporation

Transformational Leadership

In Practice 75.3: Corsair Communications

Inc.

The Impact ofTop-Management.Teams and

Turnover

Top-Management Teams

Succession and Adaptation

Succession and Performance

Summary and Interpretation

Chapter Fifteen Workbook: Creating a Learning

Organization

Case for Analysis: W. L. Gore & Associates,

Inc.

Integrative Cases

l.O Victoria Heavy Equipment Limited



eton Manufacturing (A)

eton Manufacturing (B)

Corporation of lllinois

r Enterprises

nal Bank of San Francisco

udubon Zoo, 1993

ood Terminal (A)

oodTerminal (B)



x

Name Index

Subject Index

"Bureaucracy Run Amok"

Retired IBM executive Malcolm Robinson, who rose to a senior post in IBM Europe,

said, "The scale of the [System/360 project] created a complexity in the business that al-

most couldn't be handled. It was chaos for a while. So an organization had to be created

to bring things under control and make sure that kind of breakdown never happened

again. And that really may have been what made the bureaucracy take off."1 Statistics in-

dicate that Robinson was right. IBM's personnel count went up almost 130 percent be-

tween 1963 and l966, while sales rose about 97 percent.

Many mistakes made by IBM executives were caused by too many people and too

many meetings. Decisions that should have been made quickly in response to changes in

the computer market were delayed or ignored because of the cumbersome management

system that demanded everything be done "the IBM way." For one thing, the IBM way

demanded consensus through meetings, so any time a participating staff member "noncon-

curred," in the jargon of the company, decisions were referred to another meeting. IBM

choked on the bureaucratic culture. When IBM's new chairman took over after the resig-

nation of John Akers, he said of the troubled company, "It was bureaucracy run amok."

The IBM culture led to such things as the ridiculous-but relatively harmless-file of

IBM-approved jokes for executives to tell at luncheons or other speaking engagements.

But it also led to disaster.

"The Times They Are A-Changin'"

Around the time IBM introduced its 360 line ofcomputers in the mid-l960s, folk singer

Bob Dylan's song "The Times They Are A-Changin'" was released. Unfortunately, IBM

didn't change with the times.The company staked its claim in the world of multimillion-

dollar mainframes. It was late getting into the personal computer market, choosing to

steer what company leaders in the 1970s thought was a safe course-preserving the com-

pany's mainframe profits.

By the time IBM decided to enter the personal computer game in earnest, the death

knell was already starting to toll on the profits from mainframes. The values that guided

IBM and its mainframe leadership-the caution, the obsessive training of employees, a

focus on following rather than anticipating customer needs, and a guarantee of lifetime

employment to its workers-didn't work when IBM moved into the fast-paced, ever-

changing, competitive world of personal computers.

It's Not What They Did; It's What They Didn't Do

The IBM PC was an instant success for IBM, but the PC war was already lost. It's what

the company didn't do, both before and after the introduction of the PC, that ultimately

caused its downfall.

The first big mistake IBM made was in not taking advantage of a new technology the

company itself invented in the mid-1970s.The reduced instruction-set computing (RlSC)

microprocessor offered simplified, faster computing, well-suited to the minicomputers

that were gaining popularity. But the new technology threatened the huge profits from

the company's mainframe business. The decision to develop smaller, less expensive ma-

chines with new technology kept getting delayed until the competition stepped way ahead

of IBM at its own game.

At least as damaging to IBM's future was its subsequent failure to grab a larger share

of PC profits when it had the opportunity. The company signed on with Microsoft for the

PC's software and Intel for the microprocessor. IBM might, at the time, have purchased

all or part of both of these companies, allowing Big Blue to cash in on the huge profits that

are now accruing to the two smaller firms. Several years later, Bill Gates again encour-

aged IBM to purchase around lO percent of Microsoft, believing it would be beneficial to

his own company as well as to IBM. Again, IBM declined-a very expensive mistake. If

IBM had bought lO percent of Microsoft then, the company would today have turned a

$lOO million investment into more than $3 billion.

Another thing IBM didn't do quickly was accept that its no-layoffs policy was simply

no longer working in the fast-paced world in which the company was operating. As one

former manager put it, the policy was defended "like virginity." Rather than admitting the

organization needed to be streamlined and the workforce cut, IBM began several years of

"reorganizing"-eliminating positions here, firing employees there for the slightest infrac-

tions of the rules. The company gradually increased the pressure for workers to accept

severance offers. All the time, IBM's then-Chairman John Akers kept insisting that no one

was being laid off. Though some championed Akers's efforts to maintain this distinctive

piece of IBM's culture, employee morale and company image were severely damaged by

these word games by the time IBM finally gave up its sacred no-layoffs policy.

BBM Today

In January l993, John Akers finally announced that he was stepping down as chairman of

IBM, a move that many thought was long overdue. Though Akers wasn't responsible for

the problems at IBM, he failed to solve them. The media attention surrounding the an-

nouncement of his resignation tarnished IBM's image even further.

IBM's current chairman and CEO, Louis V. Gerstner, Jr., stepped into this mess with

the determination to shine up that image and create a culture in which IBM people waste

fewer opportunities, minimize bureaucracy, and put the good of the company ahead of

their separate divisions. In his first year on the job, he revamped IBM's finances, brought

in outsiders to head up several critical divisions, and dramatically altered financial incen-

tives for top executives, basing about 75 percent of their variable pay on the overall per-

formance of the company. Today, sweaters, chinos, and loafers have replaced starched

white shirts and suits in many IBM offices, an outward symbol that the company's stiff,

bureaucratic culture has given way to a more relaxed, adaptable one. Gerstner, known for

his sometimes lightning-quick decisions, dismantled a top-management committee that

often stifled action and began talking to employees and customers directly through

e-mail. Results so far are impressive. IBM has shifted into growth mode once again, prof-

its have doubled, and share prices are on the rebound.

IBM suffered by missing opportunities and delaying action; Gerstner wants to make

sure the same thing doesn't happen in the new networking era. He's pulling together re-

sources from all over the giant company and focusing them on the goal of bringing cus-

tomers all sorts of network computing services. In addition, Big Blue is ironing out the

details of a strategic partnership with Intel to penetrate the growing business of managing

networks of PCs all over corporate America. The company is turning out a string of hot

new products, including PCs as well as new types of mainframes and midsize computers

by the tens of thousands to supply the Internet and the networked corporate world.

Gerstner envisions a future in which major corporations will buy computing power and

applications software the way they buy electric service, never even knowing or caring

where the computer that does the work is located. Can his wide-ranging vision once again

put IBM at the top of the computer worid? Or has that world been altered so dramatically

that IBM can never catch up? One thing is certain-Lou Gerstner isn't afraid of change:

"If the organization doesn't work right one way, we'll change it."2 On the eve of the

twenty-first century, as Gerstner continues his efforts to lead the biggest corporate trans-

formation of all time, the world will be watching.3