UNDERSTANDING ORGANISATIONS: ORGANISATIONAL THEORY AND PRACTICE IN INDIAPHI Learning Pvt. Ltd., 2008. gada 3. jūn. - 276 lappuses Organisations play a crucial role in our day-to-day life though most of us are unaware of it. They permeate and pervade almost all aspects of our lives and their significance cannot therefore be overemphasized. This easy-to-read and compact book on Organisational Theory (OT) gives an account of what an organisation is and how it operates. It shows that organisations are not static entities, but are dynamic: capable of growing, changing, failing or transforming themselves.The book begins with a discussion on the perspectives and approaches needed for understanding, designing and changing organisations. It then goes on to give a description of the building blocks and the various influences that determine organisational design. The author rightly emphasizes that the ideal organisation is one that is adaptive to a specific situation. He tells not only what an organisation is, but shows how it functions, for instance, how decisions are taken, how conflicts and power interact in moulding an organisation, how values and norms influence performance, and so on. Finally, the author stresses how organisations change or are transformed or why some do not change, and highlights emerging issues in organisational design. What distinguishes the text is its Indian background. The author skillfully elucidates organisational theory with real-life examples from well-known Indian Organi-sations.Intended as a textbook for the students of Management, this study should also be ideal for practising managers, consultants and teachers. |
Saturs
| 20 | |
Implications for Managers | 28 |
Centralisation | 39 |
Strategies for Managing Environment | 53 |
A strategic typology | 63 |
Strategic Failures | 72 |
Managerial options for technological change | 85 |
TYPES OF ORGANISATIONAL STRUCTURES 90108 | 90 |
ORGANISATIONAL CULTURE 151172 | 151 |
The competing values perspective | 163 |
The Effective Organisational Culture | 169 |
Diagnosing organisational | 187 |
MANAGING ORGANISATIONAL CHANGE 189211 | 189 |
Managerial Options for Implementing Change | 203 |
A FUTURE PERSPECTIVE 212235 | 212 |
Organisations as Learning Systems | 223 |
Machine Bureaucracy | 96 |
Adhocracy | 104 |
Significance of Power and Politics in Organisations | 110 |
A contingency perspective | 119 |
Implications for Managers | 127 |
The Entrepreneurial Approach | 135 |
The Consensus Building Approach | 145 |
Implications for Future Managers | 234 |
2029 | 248 |
Author Index 255258 | 255 |
3043 | 258 |
Subject Index 261265 | 261 |
Bieži izmantoti vārdi un frāzes
achieve activities adhocracies approach basic become behaviour Burns and Stalker centralisation change process characterised coalitions collaboration common competitive complex configurations conflicts consensus coordination corporate create crores decentralisation Delhi demands departments develop discussion efficiency employees entrepreneurial environment environmental environmental scanning example executives external focus formalisation functions Harvard Business Review hierarchical identified implementation implications increase India Indian Railway industry influence information-processing innovative instance integration interact interdependence internal involved levels Lorsch Management Review managerial manner manufacturing Maruti Udyog mechanisms mechanistic organisations Mintzberg nature norms one’s operating organisation’s organisational behaviour organisational change organisational culture organisational decisions organisational design organisational effectiveness organisational goals organisational learning organisational members organisational structure patterns performance planning political problems production rational relationships response role shared Similarly situation skills solutions standardisation Starbuck strategy sub-units success systemic thinking task technostructure top management uncertainty understanding values
Populāri fragmenti
37. lappuse - Schein (1985) defined culture as a "pattern of basic assumptions — invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration — that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems
24. lappuse - Strategy can be defined as the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals.
222. lappuse - Senge describes learning organizations as places "where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together
61. lappuse - A new strategy required a new or at least refashioned structure if the enlarged enterprise was to be operated efficiently.
154. lappuse - In fact, one could argue that the only thing of real importance that leaders do is to create and manage culture and that the unique talent of leaders is their ability to understand and work with culture.
13. lappuse - culture" is: "the totality of socially transmitted behavior patterns, arts, beliefs, institutions, and all other products of human work and thought characteristic of a community or population.
80. lappuse - By technology is meant the actions that an individual performs upon an object, with or without the aid of tools or mechanical devices, in order to make some change in that object. The object, or "raw material," may be a living being, human or otherwise, a symbol or an inanimate object.
226. lappuse - People with high levels of personal mastery are continually expanding their ability to create the results in life they truly seek.
60. lappuse - Structure is a means for attaining the objectives and goals of an institution. Any work on structure must therefore start with objectives and strategy.