000			24681cam a2205929 i 4500
001			109
008			141027s19891989mnu a b 001 0 eng u
020			_a0314463410 _q(paperback)
040			_aTR-IsMEF _beng _erda _cTR-IsMEF
041	0		_aeng
049			_aTR-IsMEF
050	0	0	_aHD31 _b.D34 1989
100	1		_aDaft, Richard L., _d1941-, _eauthor.
245	1	0	_aOrganization theory and design / _cRichard L. Daft.
250			_aThird edition.
264	1		_aSt. Paul : _bWest Publishing Co., _c1989.
264	4		_c©1989.
300			_axxi, 602 pages : _bcolor illustrations ; _c26 cm.
336			_atext _2rdacontent
337			_aunmediated _2rdamedia
338			_avolume _2rdacarrier
504			_aIncludes bibliographical references and index.
650		0	_aOrganization
900			_aMEF Üniversitesi Kütüphane katalog kayıtları RDA standartlarına uygun olarak üretilmektedir / MEF University Library Catalogue Records are Produced Compatible by RDA Rules
920			_aBağış sahibi bilinmiyor.
942			_2lcc _cBKS _02
970	0	1	_aPreface, _pxix.
970	1	2	_tPart one: introduction to organization.
970	1	2	_tChapter 1: organizations and organization theory, _p3.
970	1	1	_tA look inside Joseph Schlitz Brewing Company, _p4.
970	1	1	_tPurpose of this chapter, _p9.
970	1	2	_tWhat is an organization?, _p9.
970	1	1	_tDefinition, _p9.
970	1	1	_tImportance, _p10.
970	1	2	_tOrganization as systems, _p11.
970	1	1	_tOpen systems, _p11.
970	1	1	_tOrganizational subsystems, _p12.
970	1	1	_tOrganization design focus: images of organization, _p13.
970	1	1	_tSocial systems, _p14.
970	1	1	_tIn practice 1.1. Alcan Aluminum Ltd. (Canada), _p16.
970	1	2	_tDimensions of organizations, _p17.
970	1	1	_tStructural dimensions, _p17.
970	1	1	_tContextual dimensions, _p20.
970	1	1	_tIn practice 1.2 W.L. Gore&Associates, _p20.
970	1	2	_tWhat is organizatin theory?, _p22.
970	1	1	_tModels, _p23.
970	1	1	_tContingency, _p24.
970	1	1	_tLevels of analysis, _p24.
970	1	2	_tWhat organization theory can do, _p26.
970	1	1	_tIn practice 1.3 Xerox corporation, _p27.
970	1	2	_tFramework for the book, _p28.
970	1	1	_tMajor themes, _p28.
970	1	1	_tPlan of the book, _p31.
970	1	1	_tPlan of each chapter, _p31.
970	1	2	_tSummary and interpretation, _p33.
970	0	1	_aKey concepts, _p34.
970	0	1	_aDiscussion questions, _p34.
970	1	1	_tGuides to action, _p35.
970	1	1	_tCase for analysis pierce country, _p35.
970	0	1	_aNotes, _p38.
970	1	2	_tPart two: the open system.
970	1	2	_tChapter 2 the external environment, _p43.
970	1	1	_tA look inside peacor, INC., _p44.
970	1	1	_tPurpose of this chapter, _p45.
970	1	2	_tThe environmental domain, _p45.
970	1	1	_tSectors, _p45.
970	0	1	_aSummary, _p50.
970	1	1	_tIn practice 2.1 boeing corporation, _p50.
970	1	2	_tEnvironmental uncertainty, _p51.
970	1	1	_tSimple-complex dimension, _p52.
970	1	1	_tStable-unstable dimension, _p52.
970	1	1	_tFramework, _p53.
970	0	1	_aIn practice 2.2 playboy enterprises, Inc., _p53.
970	1	2	_tAdapting to environmental uncertainty, _p55.
970	1	1	_tPositions and departments, _p55.
970	1	1	_tBuffering and boundary spanning, _p56.
970	1	1	_tIn practice 2.3 delta air lines, _p57.
970	1	1	_tDifferentiation and integration, _p58.
970	1	1	_tOrganic versus mechanistic control processes, _p60.
970	1	1	_tInstitutional imitation, _p61.
970	1	1	_tPlanning and forecasting, _p61.
970	1	2	_tFramework for organizational responses to uncertainty, _p62.
970	1	2	_tResource dependence, _p62.
970	1	1	_tInterorganizational relationships, _p62.
970	1	1	_tPlanning and forecasting, _p61.
970	1	2	_tResource dependence, _p62.
970	1	1	_tInterorganizational relationships, _p63.
970	1	1	_tOrganization design focus: how do managers know the environment?, _p64.
970	1	1	_tPower and dependence, _p65.
970	1	1	_tIn practice 2.4 American cancer society, _p65.
970	1	2	_tControlling environmental resources, _p66.
970	1	1	_tEstablishing interorganizational linkages, _p66.
970	1	1	_tIn practice 2.5 Columbia Pictures, _p68.
970	1	1	_tControlling environmental domains, _p70.
970	1	1	_tSummary framework, _p72.
970	1	2	_tThe population perspective, _p72.
970	1	1	_tOrganizational form and niche, _p74.
970	1	1	_tProcesses of change, _p74.
970	1	1	_tIn practice 2.6 timex corporation, _p76.
970	1	2	_tSummary and interpretation, _p77.
970	0	1	_aKey concepts, _p78.
970	0	1	_aDiscussion questions, _p78.
970	0	1	_aGuides to action, _p79.
970	1	1	_tCase for analysis Jarrett and Maynard Wheelchairs, Inc., _p80.
970	0	1	_aNotes, _p82.
970	1	2	_tChapter 3 goals and effectiveness, _p87.
970	1	1	_tA look inside hershey foods corporation, _p88.
970	1	1	_tPurpose of this chapter, _p89.
970	1	2	_tOrganizational goals, _p89.
970	1	1	_tOfficial goals, _p89.
970	1	1	_tPurpose of official goals, _p90.
970	1	1	_tIn practice 3.1 Hewlett-Packard, _p91.
970	1	1	_tOperative goals, _p92.
970	1	1	_tPurposes of operative goals, _p94.
970	1	2	_tManaging multiple and conflicting goals, _p95.
970	1	2	_tGeneric strategies to achieve goals, _p97.
970	1	2	_tOrganizational effectiveness, _p98.
970	1	2	_tTraditional effectiveness approaches, _p98.
970	1	1	_tSystem resource approach, _p99.
970	1	1	_tInternal process approach, _p100.
970	1	1	_tGoal approach, _p102.
970	1	1	_tIn practice 3.2 juvenile court, _p103.
970	1	2	_tContemporary effectiveness approaches, _p104.
970	1	1	_tConstituency approach, _p104.
970	1	1	_tIn practice 3.3 navistar, _p106.
970	1	1	_tCompeting values approach, _p106.
970	1	1	_tIn practice 3.4 northwest airlines, _p109.
970	1	2	_tFactors influencing the selection of effectiveness criteria, _p110.
970	1	1	_tLeader influence, _p111.
970	1	1	_tGoal measurability, _p111.
970	1	1	_tOrganizational stage of development, _p111.
970	1	1	_tEnvironmental conditions, _p112.
970	0	1	_aSummary, _p113.
970	1	2	_tSummary and interpretation, _p113.
970	0	1	_aKey concepts, _p114.
970	0	1	_aDiscussion questions, _p114.
970	0	1	_aGuides to action, _p115.
970	1	1	_tCase for analysis the paradoxical twins: acma and omega electronics, _p115.
970	0	1	_aNotes, _p120.
970	1	2	_tCase: part two Penssylvania Movie Theatres, Inc., _p122.
970	1	2	_tPart three: organization structure and design.
970	1	2	_tChapter 4 organizational technology, _p131.
970	1	1	_tA look inside internal revenuew service, _p132.
970	1	1	_tPurpose of this chapter, _p133.
970	1	2	_tOrganizational-level technology, _p134.
970	1	1	_tManufacturing firms, _p134.
970	1	1	_tIn practice 4.1 northest utilities and boston edison company, _p138.
970	1	1	_tFactory of the future, _p139.
970	1	1	_tService firms, _p142.
970	1	1	_tIn practice 4.2 Merrill Lynch & Co, _p144.
970	1	2	_tDepartmental technology, _p146.
970	1	1	_tVariety, _p146.
970	1	1	_tAnalyzability, _p146.
970	1	1	_tFramework, _p147.
970	1	1	_tIn practice 4.3 extraction department, _p148.
970	1	2	_tDepartment design, _p149.
970	1	1	_tIn practice 4.4 California institute of techonolgy, _p152.
970	1	1	_tOrganization design focus the technological imperative, _p153.
970	1	1	_tTechnological interdependence among departments, _p153.
970	1	1	_tTypes, _p154.
970	1	1	_tStructural priority, _p156.
970	1	1	_tStructural implications, _p156.
970	1	1	_tIn practice 4.5 athletic teams, _p157.
970	1	2	_tThe impact of technology on people, _p158.
970	1	1	_tSociotechnical systems, _p159.
970	1	1	_tJob design, _p159.
970	1	2	_aSummary and interpretation, _p160.
970	0	1	_aKey concepts, _p161.
970	0	1	_aDiscussion questions, _p162.
970	0	1	_aGuides to action, _p163.
970	1	1	_tCase for analysis Olson's locker plant, _p164.
970	0	1	_aNotes, _p169.
970	1	2	_tChapter 5 organization bureaucracy, size and life cycle, _p173.
970	1	1	_tA look inside department of motor vehicles, _p174.
970	1	1	_tPurpose of this chapter, _p175.
970	1	2	_tBureucracy, _p175.
970	1	1	_tCharacteristics of bureaucracies, _p176.
970	1	1	_tBases of authority, _p177.
970	0	1	_aSummary, _p178.
970	1	1	_tIn practice 5.1 McDonald's, _p178.
970	1	2	_tOrganization size and bureaucracy, _p180.
970	1	1	_tFormalization, _p180.
970	1	1	_tCentralization, _p180.
970	1	1	_tComplexity, _p181.
970	1	1	_tIn practice 5.2 united parcel service, _p181.
970	1	1	_tPersonnel ratios, _p183.
970	1	1	_tLarge and small organization, _p185.
970	1	2	_tHuman resource management, _p186.
970	1	1	_tInternal labor markets, _p186.
970	1	1	_tDemography, _p186.
970	1	2	_tOrganizational life cycle, _p188.
970	1	1	_tPressures for growth, _p188.
970	1	1	_tStages or life cycle, _p189.
970	1	1	_tIn practice 5.3 Flambeau Cop., _p191.
970	1	1	_tOrganizational chacteristics during the life cycle, _p193.
970	1	2	_tBureuacracy and performance, _p194.
970	1	1	_tEconomic performance, _p194.
970	1	2	_tWhen to be nonbureacratic, _p195.
970	1	1	_tIn practice 5.4 human resources administration, _p197.
970	1	2	_tSummary and interpretation, _p199.
970	0	1	_aKey concepts, _p200.
970	0	1	_aDiscussion questions, _p200.
970	0	1	_aGuides to action, _p201.
970	1	1	_tCases for analysis Sunoco, Inc., _p201.
970	1	1	_tHouston Oil and Minerals Corp., _p202.
970	0	1	_aNotes, _p204.
970	1	2	_tChapter 6 Functional, product, and matrix structures, _p209.
970	1	1	_tA look inside Apple computer, Inc., _p210.
970	1	1	_tPurpose of this chapter, _p211.
970	1	2	_tDefinition of structure, _p211.
970	1	2	_tDesigning the vertical structure, _p212.
970	1	1	_tReporting relationships, _p213.
970	1	1	_tDepartmental grouping, _p213.
970	1	1	_tVertical information linkages, _p215.
970	1	1	_tIn practice 6.1 troxel manufacturing company, _p217.
970	1	2	_tDesigning the horizontal structure, _p218.
970	1	2	_tHorizontal information linkages, _p218.
970	1	1	_tIn practice 6.2 general mills, _p221.
970	1	1	_tOrganization design focus: brand managament at P&G, _p223.
970	1	1	_tIn practice 6.3 florida power&light Co., _p224.
970	0	1	_aSummary, _p224.
970	1	2	_tFunctional and product structures, _p226.
970	1	1	_tFunctional structure, _p226.
970	1	1	_tIn practice 6.4 Blue Bell Creameries, Inc, _p228.
970	1	1	_tProduct structure, _p230.
970	1	1	_tVariations of product structure, _p232.
970	1	2	_tHybrid structure, _p233.
970	1	1	_tCharacteristics, _p233.
970	1	1	_tIn practice 6.5 sun petroleum products company, _p234.
970	1	1	_tStrengths and weaknesses, _p235.
970	1	2	_tMatrix structure, _p237.
970	1	1	_tConditions for the Matrix, _p238.
970	1	1	_tKey matrix roles, _p240.
970	1	1	_tStrengths and weaknesses, _p241.
970	1	1	_tIn practice 6.6 pittsburgh steel company, _p244.
970	1	2	_tSymptoms of structural deficiency, _p245.
970	1	2	_tSummary and interpretation, _p248.
970	1	1	_tKey concepts, _p249.
970	1	1	_tDiscussion questions, _p249.
970	1	1	_tGuides to action, _p249.
970	1	1	_tCase for analysis aquarius advertising agency, _p250.
970	0	1	_aNotes, _p253.
970	1	1	_tCase: part three shoe corporation of illinois, _p256.
970	1	2	_tPart four: structural inflluence on organization processes.
970	1	2	_tChapter 7 innovation and change, _p265.
970	1	1	_tA look inside federal express, _p266.
970	1	1	_tPurpose of this chapter, _p267.
970	1	2	_tElement in the change process, _p267.
970	1	1	_tIn practice 7.1 Frito-Lay, Inc., _p270.
970	1	2	_tTypes of change, _p271.
970	1	1	_tIn practice 7.2 GTE, _p272.
970	1	2	_tTechnology change, _p274.
970	1	1	_tThe ambidextrous approach, _p275.
970	1	1	_tTechniques for maintaining the ambidextrous approach, _p275.
970	1	1	_tIn practice 7.3 Apple computer, _p278.
970	1	2	_tNew products, _p279.
970	1	1	_tNew products success rate, _p279.
970	1	1	_tReasons for new product success, _p280
970	1	1	_tHorizontal linkage model, _p280.
970	1	1	_tOrganization design focus: shortening the new product cycle, _p282.
970	1	1	_tIn practice 7.4 rubbermaid, _p283.
970	1	2	_tAdministrative change, _p283.
970	1	1	_tThe dual-core approach, _p284.
970	1	1	_tIn practice 7.5 fairfield high school district, _p286.
970	1	1	_tTransformational leadership, _p287.
970	1	2	_tHuman resource change, _p288.
970	1	1	_tTraining and retraining, _p288.
970	1	1	_tOrganizational development, _p289.
970	1	1	_tOrganizational development intervention, _p290.
970	1	1	_tIn practice 7.6 United State Navy, _p291.
970	1	1	_tRelationship to other changes, _p291.
970	1	2	_tStrategies for implementing change, _p292.
970	1	2	_tSummary and interpretation, _p296.
970	0	1	_aKey concepts, _p297.
970	0	1	_aDiscussion questions, _p297.
970	0	1	_aGuides to action, _p298.
970	1	1	_tCases for analysis information reports, Inc., _p298.
970	1	1	_tWard metal products ltd. (Quebec), _p300.
970	0	1	_aNotes, _p302.
970	1	2	_tChapter 8 information and control, _p307.
970	1	1	_tA look inside Ford motor company, _p308.
970	1	1	_tPurpose of this chapter, _p309.
970	1	2	_tInformation requirements, _p309.
970	1	1	_tDefinition, _p309.
970	1	1	_tInformation amount, _p310.
970	1	1	_tInformation richness, _p310.
970	1	2	_tDesigning information support, _p313.
970	1	1	_tDepartmental design, _p313.
970	1	1	_tIn practice 8.1 ingersoll milling machine co., _p316.
970	1	1	_tIn practice 8.2 marcus clothing, Ltd., _p317.
970	1	1	_tHierarchical level, _p318.
970	1	1	_tIn practice 8.3 genesco, Inc., _p319.
970	1	2	_tOrganizational control, _p320.
970	1	2	_tMajor control strategies, _p320.
970	1	1	_tMarket control, _p321.
970	1	1	_tIn practice 8.4 Bakerstown University, _p322.
970	1	1	_tBureaucratic control, _p323.
970	1	1	_tIn practice 8.5 Simpson department store, _p325.
970	1	1	_tClan control, _p327.
970	1	1	_tIn practice 8.6 Metallic, Inc., _p328.
970	1	2	_tContingency control model, _p328.
970	1	1	_tOrganization design focus: controlling for quality, _p330.
970	1	1	_tIn practice 8.7 Allegheny ludlum steel corporation, _p331.
970	1	2	_tSupervisory control strategies, _p332.
970	1	2	_tComputers and information technology, _p333.
970	1	1	_tImpact of office automation, _p334.
970	1	1	_tUndersirable side effects, _p335.
970	1	1	_tIn practice 8.8 Hanover trust company, _p338.
970	1	2	_tSummary and interpretation, _p339.
970	0	1	_aKey concepts, _p339.
970	0	1	_aDiscussion questions, _p340.
970	0	1	_aGuides to action, _p340.
970	1	1	_tCase for analysis sunflower incorporated, _p341.
970	0	1	_aNotes, _p343.
970	1	1	_tCase: part four national bank of San Francisco, _p346.
970	1	2	_tParf five: managing dynamic processes.
970	1	2	_tChapter 9 decision-making processes, _p353.
970	1	1	_tA look inside Hewlett-Packard company, _p354.
970	1	1	_tPurpose of this chapter, _p355.
970	1	2	_tDefinitions, _p355.
970	1	2	_tIndividual decision making, _p356.
970	1	1	_tRational approach, _p356.
970	1	1	_tIn practice 9.1 Alberta Manufacturing, _p358.
970	1	1	_tBounded rationality perspective, _p359.
970	1	1	_tOrganization design focus: crisis decision making, _p361.
970	1	1	_tIn practice 9.2 Paramount pictures corp., _p362.
970	1	2	_tOrganization decision making, _p363.
970	1	1	_tManagement science approach, _p363.
970	1	1	_tIn practice 9.3 commercial airlines, _p364.
970	1	1	_tCarnegie model, _p365.
970	1	1	_tIn practice 9.4 arp instruments, Inc., _p367.
970	1	1	_tIncremental decision process models, _p368.
970	1	1	_tIn practice 9.5 Hasbro, Inc., _p371.
970	1	1	_tIntegrating the incremental process and carnegie models, _p372.
970	1	1	_tIn practice 9.6 department of drama, _p376.
970	1	2	_tContingency decision-making framework, _p378.
970	1	1	_tGoal consensus, _p378.
970	1	1	_tTechnical knowledge, _p379.
970	1	1	_tContingecy framework, _p379.
970	1	1	_tIn practice 9.7 Adolph Coors Co., _p381.
970	1	2	_tDecision mistakes, _p383.
970	1	1	_tEscalating commitment, _p384.
970	1	2	_tSummary and interpretation, _p385.
970	0	1	_aKey concepts, _p386.
970	0	1	_aDiscussion questions, _p386.
970	0	1	_aGuides to action, _p387.
970	1	1	_tCase for analysis: the new library, _p388.
970	0	1	_aNotes, _p393.
970	1	2	_tChapter 10 power and politics, _p397.
970	1	1	_tA look inside McDonnell Douglas Corporation, _p398.
970	1	1	_tPurpose of this chapter, _p399.
970	1	2	_tIndividual versus organizational power, _p399.
970	1	2	_tPower versus authority, _p399.
970	1	2	_tVertical power, _p401.
970	1	1	_tPower sources for top management, _p401.
970	1	1	_tIn practice 10.1 J. Walter Thompson, _p404.
970	1	1	_tPower sources for middle managers, _p404.
970	1	1	_tPower sources for lower-level participants, _p406.
970	1	1	_tIn practice 10.2 campus politico, _p407.
970	1	1	_tProtection against tyranny, _p408.
970	1	2	_tHorizontal power, _p410.
970	1	1	_tStrategic contingencies, _p410.
970	1	1	_tPower sources, _p410.
970	1	1	_tIn practice 10.3 university of Illinois, _p413.
970	1	1	_tIn practice 10.4 crystal manufacturing, _p415.
970	1	2	_tPolitical processes in organizations, _p416.
970	1	1	_tDefinition, _p416.
970	1	1	_tRational choice versus political behavior, _p417.
970	1	1	_tIn practice 10.5 Britt Technologies, Inc., _p418.
970	1	1	_tDomains of political activity, _p419.
970	1	1	_tOrganization design focus: playing political games, _p420.
970	1	1	_tIn practice 10.6 Philips electirical, Ltd, _p421.
970	1	1	_tIn practice 10.7 MIS department, _p422.
970	1	1	_tProcess framework, _p423.
970	1	2	_tPower and political tactics, _p424.
970	1	1	_tTactics for increasing the power base, _p425.
970	1	1	_tPolitical tactics for using power, _p426.
970	1	1	_tIn practice 10.8 Monarch business machines, _p428.
970	1	2	_tSummary and interpretation, _p428.
970	0	1	_aKey concepts, _p429.
970	0	1	_aDiscussion questions, _p429.
970	0	1	_aGudies to action, _p430.
970	1	1	_tCases for analysis Diamy corporation (Canada), _p431.
970	1	1	_tThe air force A-7D brake formula, _p432.
970	0	1	_aNotes, _p438.
970	1	2	_tChapter 11 Intergroup relations and conflict, _p443.
970	1	1	_tA look inside center for disease control, _p444.
970	1	1	_tPurpose of this chapter, _p444.
970	1	2	_tNature of intergroup conflict, _p445.
970	1	1	_tHorizontal conflict, _p445.
970	1	1	_tVertical conflict, _p447.
970	1	2	_tBehavioral changes from intergroup conflict, _p447.
970	1	1	_tIn practice 11.1 Patco, _p447.
970	1	1	_tTypes of changes, _p448.
970	1	1	_tModel of intergroup conflict, _449.
970	1	2	_tHorizontal conflict, _p450.
970	1	1	_tContextual and organizational factors, _p450.
970	1	1	_tAttributes of interderpartmental relationships, _p451.
970	1	1	_tIn practice 11.2 purchasing department, _p451.
970	1	1	_tIn practice 11.3 engineering department, _p454.
970	1	2	_tIs horizontal conflict a problem?, _p457.
970	1	1	_tTwo views, _p457.
970	1	1	_tBenefits and losses from conflict, _p458.
970	1	2	_tTechniques for managing conflict between groups, _p460.
970	1	1	_tStimulating conflict, _p460.
970	1	1	_tOrganization design focus: eliminating conflict, _p461.
970	1	1	_tReducing conflict, _p462.
970	1	1	_tIn practice 11.4 whirlpool corporation, _p464.
970	1	1	_tIn practice 11.5 Canadian-Atlantic, _p466.
970	1	2	_tVertical conflict, _p468.
970	1	2	_tSources of worker-management conflict, _p469.
970	1	2	_tResolution of worker-management conflict, _p470.
970	1	1	_tCollective bargaining, _p470.
970	1	1	_tNew approaches, _p471.
970	1	1	_tIn practice 11.6, _p472.
970	1	2	_tSummary and interpratation, _p473.
970	0	1	_aKey concepts, _p474.
970	0	1	_aDiscussion questions, _p474.
970	0	1	_aGuides to action, _p474.
970	1	1	_tCase for analysis Valena Scientific corporation, _p475.
970	0	1	_aNotes, _p479.
970	1	2	_tPart six: integrating the total system.
970	1	2	_tChapter 12 top management, strategy, and corporate culture, _p485
970	1	1	_tA look inside Hartman Luggage Company, _p486.
970	1	1	_tPurpose of this chapter, _p488.
970	1	2	_tTop management responsibilities, _p488.
970	1	1	_tGovernance, _p489.
970	1	1	_tImplications, _p490.
970	1	2	_tStrategic management, _p491.
970	1	2	_tStrategy formulation, _p493.
970	1	1	_tCorporate-level versus business-level strategy, _p493.
970	1	1	_tCorporare-level portfolio strategy, _p494.
970	1	1	_tIn practice 12.1 chesebrough-ponds, _p496.
970	1	1	_tBusiness-level strategy typology, _p497.
970	1	1	_tIn practice 12.2 chruch's field chicken, Inc., _p499.
970	1	2	_tStrategy implementation, _p500.
970	1	2	_tHuman resource management, _p500.
970	1	1	_tIn practice 12.3 Steelco, Inc., _p502.
970	1	2	_tOrganization culture, _p503.
970	1	1	_tWhat is culture?, _p503.
970	1	1	_tCulture strength, _p503.
970	1	1	_tIn practice 12.4 J.C. Penny and PepsiCo, _p504.
970	1	1	_tCultural leadership, _p505.
970	1	1	_tImplementating culture, _p506.
970	1	1	_tOrganization design focus: cultural change at AT&T, _p511.
970	1	1	_tIn practice 12.5 Tandem computers, _p512.
970	1	2	_tDesign configurations, _p513.
970	1	2	_tTop management turnover, _p516.
970	1	1	_tSuccession and adaption, _p517.
970	1	1	_tSuccession and performance, _p517.
970	1	2	_tSummary and interpretation, _p519.
970	0	1	_aKey concepts, _p520.
970	0	1	_aDiscussion questions, _p520.
970	0	1	_aGuides to action, _p521.
970	1	1	_tCase for analysis Time, Inc., _p521.
970	1	1	_tUnited products, Inc., _p523.
970	0	1	_aNotes, _p537.
970	1	2	_tChapter 13 organizational learning and renewel, _p541.
970	1	1	_tA look inside Brunswick corporation, _p542.
970	1	1	_tPurpose of this chapter, _p543.
970	1	2	_tOrganizational decline, _p543.
970	1	1	_tDefinition and causes, _p544.
970	1	1	_tManaging the effects of decline, _p544.
970	1	1	_tIn practice 13.1 General Motors Corporation, _p547.
970	1	2	_tLearning and readaptation, _p548.
970	1	1	_tLearning, _p548.
970	1	1	_tReadaptation, _p549.
970	1	1	_tIn practice 13.2 Versatile farm equipment Co. (Canada), _p550.
970	1	2	_tEnvironment for readaptation, _p550.
970	1	1	_tTwo dimensions, _p551.
970	1	1	_tDesign for readaptation, _p552.
970	1	1	_tIn practice 13.3 Scott paper company, _p556.
970	1	2	_tTheory Z, _p557.
970	1	1	_tIn practice 13.4 Westinghouse, _p561.
970	1	2	_tCharacteristics of successful companies, _p562.
970	1	1	_tEnvironment, _p562.
970	1	1	_tManagement, _p564.
970	1	1	_tStructure, _p566.
970	1	1	_tHuman resources, _p567.
970	0	1	_aSummary, _p568.
970	1	1	_tIn practice 13.5 Delta Air Lines, Inc., _p568.
970	1	2	_tOrganizations of the future, _p569.
970	1	1	_tOrganic versus mechanistic designs, _p570.
970	1	1	_tHigh reliability organization, _p572.
970	1	1	_tThe future agenda, _p574.
970	0	1	_aSummary, _p575.
970	1	2	_tSummary and interpretation, _p575.
970	1	1	_tKey concepts, _p576.
970	1	1	_tDiscussion questions, _p577.
970	1	1	_tGuides to action, _p577.
970	1	1	_tCase for analysis Harley-Davidson, _p578.
970	0	1	_aNotes, _p580.
970	0	1	_aName index, _p585.
970	0	1	_aSubject index, _p593.
999			_c9252 _d9252
003			KOHA