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.
Tolbert and Hall, Organizations: Structures, Processes and Outcomes, 10th ed.
Table of Contents
Preface
Part I Introduction
Chapter 1 Thinking about Organizations
Overview
Why Study Organizations?
Organizational Impacts
Organizations and Individuals
Organizations and Communities
Organizations and Societies
Organizations and the World
The Nature of Organizations
The Plan of the Book
In Sum
Exercises
Part II Organizational Structure
Chapter 2 Organization Structure: Key Dimensions
Overview
Defining Organizational Structure
Modern Organizational Structure: The Bureaucratic Form
Sociological Studies of Formal Structure in Organizations
Dimensions of Formal Structure: Complexity
Horizontal Complexity
Vertical Complexity
Spatial Complexity
Co-Variation in Forms of Complexity
Dimensions of Formal Structure: Formalization
Professionals and Formalization
Dimensions of Formal Structure: Centralization
Relations between Complexity, Formalization and Centralization
Summary and Conclusions
Exercises
Chapter 3 Organization Structure: Explanations
Overview
Effects of Size
Problems of Research on Size and Structure
Effects of Technology
Combined Effects of Size and Technology
In Practice: Functional, Product and Matrix Forms of Organizations
Information Technology
Effects of Internal Culture
Environmental Effects on Structure: External Culture
Formal Organizations as Institutions
Cross-cultural Variations in Structure
Creating Formal Structure: Debates over Process
Explaining Organizational Structure: Summary
Exercises
Part III Organizational Processes
Chapter 4 Power and Power Outcomes
Overview
The Nature of Power in Organizations
Authority and Power
Other Types of Power
Access to Resources
Resources and Strategic Contingencies
Shifts in Power
Power Outcomes: Compliance and Involvement
Power Outcomes: Conflict
Bases of Conflict
Professional-Organizational Relations
The Components of Conflict Situations
The Outcomes of Conflict
Summary and Conclusions
Exercises
Chapter 5 Leadership
Overview
What Is Leadership?
Functions of Leadership
Components of Leadership
The Outcomes of Leadership in Organizations
Satisfaction and Productivity
Leadership Succession
Leadership in the Voluntary Organization
Summary and Conclusions
Exercises
Chapter 6 Decision Making
Overview
Organizations as Systems of Decisions
Bounded Rationality and Organizations as Hierarchies of Decisions
Organizational Structure and Decision Making
Politics, Conflict and Decision Making
Strategies of Power and Decision Making
Agenda Setting
Controlling Information
Forming Coalitions
Summary and Conclusions
Exercises
Chapter 7 Communication
Overview
The Importance of Communication
Individual Factors
Organizational Factors
Vertical Communication
Dysfunctions of Hierarchy and Some Positive Outcomes
Horizontal Communication
Communication Networks
Communication Problems
Omission
Distortion
Overload
Communication to and from Outside the Organization
Possible Solutions
Summary and Conclusions
Exercises
Chapter 8 Managing Organizational Environments: Conceptualizing the Environment
Overview
“Discovering” Organizational Environments
Defining the Environment: Core Dimensions
Defining the Environment: Interorganizational Relations
Forms of IORs
Pairwise or Dyadic IORs
The Interorganizational Set
Interorganizational Networks
Defining the Environment: Selected Aspects
Technological Conditions
Legal Conditions
Political Conditions
Demographic Conditions
Perceiving the Environment
Summary and Conclusions
Exercises
Chapter 9 Managing Environments: Contemporary Paradigms
Overview
The Contingency Paradigm
The Resource Dependence Paradigm
Autonomous Strategies
Interorganizational Strategies
Internal Power Relations
The Transaction Costs Paradigm
Comparing Transaction Costs with Resource Dependence
The Institutional Paradigm
The Population Ecology Paradigm
Combining Paradigms
Summary and Conclusions
Exercises
Part III Outcomes
Chapter 10 Organizational Performance and Change
Overview
Problems of Defining Organizational Goals
Approaches to Assessing Organizational Effectiveness
Systems-Resource Approach
Participant Satisfaction Approach
Stakeholder Approach
Evaluating Organizational Performance: Key Issues
Organizational Change and Transformation
Organizational Change: Learning
An Adaptive Learning Approach
A Knowledge Development Approach
Transformational Change
Case Studies of Transformation
Comparative Studies of Transformation
Summary and Conclusions
Exercises