[Ebook PDF] Organization Theory and Design, 12th Edition

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Organization Theory and Design, 12th Edition

ISBN-13: 978-1285866345
ISBN-10: 1285866347

Author: Richard L. Daft (Author)

Discover the most progressive thinking about organizations today as acclaimed author Richard Daft balances recent, innovative ideas with proven classic theories and effective business practices. Daft’s best-selling ORGANIZATION THEORY AND DESIGN presents a captivating, compelling snapshot of contemporary organizations and the concepts driving their success that will immediately engage any reader. Recognized as one of the most systematic, well-organized texts in the market, the 12th edition of ORGANIZATION THEORY AND DESIGN helps both future and current managers thoroughly prepare for the challenges of today’s business world. This revision showcases some of today’s most current examples and research alongside time-tested principles. Readers see how many of today’s well-known organizations thrive amidst a rapidly changing, highly competitive international environment. New learning features provide opportunities for readers to apply concepts and refine personal business skills and insights.

PREFACE
My vision for the Twelfth Edition of Organization Theory and Design is to integrate current organization design problems with significant ideas and theories in a way that is engaging and enjoyable for students. There is an average of 37 new citations per chapter for new findings and examples that make the Twelfth Edition current and applicable for students. In addition, significant elements of this edition include
“Managing by Design Questions” and “How Do You Fit the Design?” boxes, along with updates to every chapter that incorporate the most recent ideas, new case examples, new book reviews, and new end-of-book integrative cases. The research and theories in the field of organization studies are rich and insightful and will help students and managers understand their organizational world and solve real-life problems. My mission is to combine the concepts and models from organizational theory with changing events in the real world to provide the most up-to-date view of organization design available.
Distinguishing Features of the Twelfth Edition
Many students in a typical organization theory course do not have extensive work experience, especially at the middle and upper levels, where organization theory is most applicable. Moreover, word from the field is that many students today often do not read the chapter opening examples or boxed examples, preferring instead to focus on chapter content. To engage students in the world of organizations,
the Twelfth Edition uses “Managing by Design Questions” at the start of each chapter. These questions immediately engage students in thinking and expressing their beliefs and opinions about organization design concepts. Another in-chapter feature, “How Do You Fit the Design?” engages students in how their personal style and approach will fit into an organization. Other student experiential activities that
engage students in applying chapter concepts include new “BookMarks,” new “In Practice” examples, new end-of-chapter cases, and new integrative cases for student analysis. The total set of features substantially expands and improves the book’s content and accessibility. These multiple pedagogical devices are used to enhance student involvement in text materials.
How Do You Fit the Design? The “How Do You Fit the Design?” feature presents a short questionnaire in each chapter about the student’s own style and preferences to quickly provide feedback about how they fit particular organizations or situations.
For example, questionnaire topics include “What Is Your Cultural Intelligence?”
“Your Strategy Strength,” “Are You Ready to Fill an International Role?” “Corporate Culture Preference,” “Is Goal-Setting Your Style?” “Making Important Decisions,”
and “Personal Networking.” These short feedback questionnaires connect the student’s personal preferences to chapter material to heighten interest and show the relevance of chapter concepts.
Managing by Design Questions. Each chapter opens with three short opinion questions that engage students in clarifying their thoughts about upcoming material and concepts. These questions are based on the idea that when students express their opinions first, they are more open to and interested in receiving material that is relevant to the questions. Example questions, which ask students to agree or
disagree, include:
A certain amount of conflict is good for an organization.
The best measures of business performance are financial.
Savvy organizations should encourage managers to use Twitter.
A CEO’s top priority is to make sure the organization is designed correctly.
Managers should use the most objective, rational process possible when making a decision.
As a follow-up to the three “Managing by Design” questions, each chapter contains three “Assess Your Answer” inserts that allow students to compare their original opinions with the “correct” or most appropriate answers based on chapter concepts. Students learn whether their mental models and beliefs about organizations align with the world of organizations.
Bookmarks. “Bookmarks” are short book reviews that reflect current issues of concern for managers working in real-life organizations. These reviews, which represent a unique feature of this text, describe the varied ways companies are dealing with the challenges of today’s changing environment. New “Bookmarks” in the Twelfth Edition include Great by Choice: Uncertainty, Chaos, and Luck—Why Some Thrive Despite Them All, Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant, Conscious Capitalism:
Liberating the Heroic Spirit of Business, and Creativity Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration.
In Practice. This edition contains many new “In Practice” examples that illustrate theoretical concepts in organizational settings. Many examples are international, and all are based on real organizations. There are 50 new “In Practice” cases used within chapters, including Fujifilm Holding Corporation, Carnival Cruise Lines, Omnicom and Publicis, Amway, Harley Davidson, Morning Star, Valve Software, Amazon, the Freaky Friday Management Technique, Bloomberg PLC, Apple, Taco Bell and Frito Lay, L’Oreal, the U.S. Military, Box, BNSF Railway, Toyota Motor Corporation, Royal Dutch Shell PLC, United Health Group, Allegiant Travel, The Vatican, Nike, Richard Ginori, Caesar’s Entertainment, International Alliance of Theatrical Stage Employees, Dell, Town of Sandy Springs, Georgia, Panasonic, Zappos, and Narayana Hruday Alaya Hospital.
Manager’s Briefcase. Located in the chapter margins, this feature tells students how to use concepts to analyze cases and manage organizations. Text Exhibits. Frequent exhibits are used to help students visualize organizational relationships, and the artwork has been redone to communicate concepts more clearly.
Design Essentials. This summary and interpretation section tells students how the essential chapter points are important in the broader context of organization theory and design.
Case for Analysis. These cases are tailored to chapter concepts and provide a vehicle for student analysis and discussion. New cases for analysis include “It Isn’t So Simple: Infrastructure Change at Royce Consulting,” “The Venable Museum of Art,” “CPI Corporation: What Happened?” “AV Corporate: Software Tool Project,” “Yahoo: Get to Work!” “The Boys Versus Corporate,” and “Medici Mediterranean
Restaurant.” Integrative Cases. The integrative cases at the end of the text have been expanded and positioned to encourage student discussion and involvement. The new cases include W. L. Gore—Culture of Innovation, Engro Chemical Pakistan Limited: Restructuring the Marketing Division, sometimes a Simple Change Isn’t So Simple, Rondell Data Corporation, and Disorganization at Semco: Human
Resource Practices as a Strategic Advantage. Previous cases that have been retained include IKEA: Scandinavian Style, First Union: An Office Without Walls, Lean Initiatives and Growth at Orlando Metering Company, Costco: Join the Club, The Donor Services Department, Cisco Systems: Evolution of Structure, and Hartland Memorial Hospital.