Includes glossary and index. Daft, R. L., Murphy, J., & Willmott, H. (2014). Organization theory and design: An international perspective (2nd ed.). Andover, Hampshire: Cengage Learning EMEA.

Part I: Introduction to Organizations -- What are Organizations? -- Organization Theory in Action -- Topics -- Current Challenges -- Purpose of this Chapter -- What Is an Organization? -- Definition -- Types of Organizations -- Importance of Organizations -- Framework for the Book -- Plan of Each Chapter -- Summary and Interpretation -- Perspectives on Organizations -- Purpose of this Chapter -- From Closed to Open Systems -- Organizational Configuration -- Dimensions of Organization Design -- Structural Dimensions -- Contextual Dimensions -- Performance and Effectiveness Outcomes -- The Evolution of Organization Theory and Design -- Historical Perspectives -- Contemporary Organization Design -- Efficient Performance versus the Learning Organization -- Summary and Interpretation -- Part II: Organizational Purpose and Structural Design -- Strategy, Organization Design and Effectiveness -- Purpose of this Chapter -- The Role of Strategic Direction in Organization Design -- Organizational Purpose -- Mission -- Operative Goals -- The Importance of Goals -- A Framework for Selecting Strategy and Design -- Porter's Competitive Strategies -- Miles and Snow's Strategy Typology -- Emerging Concepts in Business Strategy -- How Strategies Affect Organization Design -- Other Factors Affecting Organization Design -- Assessing Organizational Effectiveness -- Contingency Effectiveness Approaches -- Goal Approach -- Resource-based Approach -- Internal Process Approach -- An Integrated Effectiveness Model -- Summary and Interpretation -- Fundamentals of Organization Structure -- Purpose of this Chapter -- Organization Structure -- Organization Structure Represented Visually in Organization Charts -- Information-Processing Perspective on Structure -- Vertical Information Linkages -- Horizontal Information Linkages -- Organization Design Alternatives -- Required Work Activities -- Reporting Relationships -- Departmental Grouping Options -- Functional, Divisional and Geographical Designs -- Functional Structure -- Functional Structure with Horizontal Linkages -- Divisional Structure -- Geographical Structure -- Matrix Structure -- Conditions for the Matrix -- Strengths and Weaknesses -- Horizontal Structure -- Characteristics -- Strengths and Weaknesses -- Virtual Network Structure -- How the Structure Works -- Strengths and Weaknesses -- Hybrid Structure -- Applications of Structural Design -- Structural Alignment -- Symptoms of Structural Deficiency -- Summary and Interpretation -- Part III: Open System Design Elements -- The External Environment -- Purpose of this Chapter -- The Environmental Domain -- Task Environment -- General Environment -- International Context -- Environmental Uncertainty -- Simple-Complex Dimension -- Stable-Unstable Dimension -- Framework -- Adapting to Environmental Uncertainty -- Positions and Departments -- Buffering and Boundary Spanning -- Differentiation and Integration -- Organic versus Mechanistic Management -- Processes -- Planning, Forecasting and Responsiveness -- Framework for Organizational Responses to Uncertainty -- Resource Dependence -- Controlling Environmental Resources -- Establishing Interorganizational Linkages -- Controlling the Environmental Domain -- Organization-Environment Integrative Framework -- Summary and Interpretation -- Interorganizational Relationships -- Purpose of this chapter -- Organizational Ecosystems -- Is Competition Dead? -- The Changing Role of Management -- Interorganizational Framework -- Resource Dependence -- Resource Strategies -- Power Strategies -- Collaborative Networks -- Why Collaboration? -- From Adversaries to Partners -- Population Ecology -- Organizational Form and Niche -- Process of Ecological Change -- Strategies for Survival -- Institutionalism -- The Institutional View and Organization Design -- Institutional Similarity -- Summary and Interpretation -- Designing Organizations for the International Environment -- Purpose of this Chapter -- Entering the Global Arena -- Motivations for Global Expansion -- Stages of International Development -- Global Expansion through International Strategic Alliances -- Designing Structure to Fit Global Strategy -- Model for Global Versus Local Opportunities -- International Division -- Global Product Division Structure -- Global Geographic Division Structure -- Global Matrix Structure -- Building Global Capabilities -- The Global Organizational Challenge -- Global Coordination Mechanisms -- Cultural Differences in Coordination and Control -- National Value Systems -- Three National Approaches to Coordination and Control -- The Transnational Model Organization -- New Approaches to Global Organization Design -- Dragon Multinationals -- Value Chains -- Summary and Interpretation -- Part IV: Internal Design Elements -- Manufacturing and Service Technologies -- Purpose of this Chapter -- Core Organization Manufacturing Technology -- Manufacturing Firms -- Strategy, Technology and Performance -- Contemporary Applications -- Flexible Manufacturing Systems -- Lean Manufacturing -- Performance and Structural Implications -- Core Organization Service Technology -- Service Firms -- Designing the Service Organization -- Non-Core Departmental Technology -- Variety -- Analyzability -- Framework -- Department Design -- Workflow Interdependence among Departments -- Types -- Structural Priority -- Structural Implications -- Impact of Technology on Job Design -- Job Design -- Sociotechnical Systems -- Summary and Interpretation -- Information Technology and Control -- Purpose of this Chapter -- Information Technology Evolution -- Information for Decision-Making and Control -- Organizational Decision-Making Systems -- Feedback Control Model -- Management Control Systems -- The Balanced Scorecard -- Adding Strategic Value: Strengthening Internal Coordination -- Intranets -- Enterprise Resource Planning -- Knowledge Management -- Adding Strategic Value: Strengthening External Relationships -- The Integrated Enterprise -- Customer Relationship Management -- E-Business Organization Design -- IT Impact on Organization Design -- Future Trends -- Summary and Interpretation -- Organization Size, Life Cycle and Decline -- Purpose of this Chapter -- Organization Size: Is Bigger Better? -- Pressures for Growth -- Dilemmas of Large Size -- Big-Company/Small-Company Hybrid -- Organizational Life Cycle -- Stages of Life Cycle Development -- Organizational Bureaucracy and Control -- What is Bureaucracy? -- Size and Structural Control -- Bureaucracy in a Changing World -- Organizing Temporary Systems for Flexibility and Innovation -- Other Approaches to Reducing Bureaucracy -- Organizational Decline and Downsizing -- Definition and Causes -- A Model of Decline Stages -- Downsizing Implementation -- Summary and Interpretation -- Part V: Managing Dynamic Processes -- Organizational Culture and Ethical Values -- Purpose of this Chapter -- Organizational Culture -- What is Organizational Culture? -- Emergence and Purpose of Culture -- Interpreting Culture -- Organizations Design and Culture -- The Adaptability Culture -- The Mission Culture -- The Clan Culture -- The Bureaucratic Culture -- Culture Strength and Organizational Subcultures -- Organizational Culture, Learning and Performance -- Ethical Values and Social Responsibility -- Sources of Individual Ethical Principles -- Managerial Ethics and Social Responsibility -- Does It Pay to Be Good? -- Sources of Ethical Values in Organizations -- Personal Ethics -- Organizational Culture -- Organizational Systems -- External Stakeholders -- How Leaders Shape Culture and Ethics -- Values-based Leadership -- Formal Structure and Systems -- Corporate Culture and Ethics in a Global Environment -- Summary and Interpretation -- Innovation and Change -- Purpose of this Chapter -- Innovate or Perish: The Strategic Role of Change -- Incremental versus Radical Change -- Strategic Types of Change -- Elements for Successful Change -- Technology Change -- The Ambidextrous Approach -- Techniques for Encouraging Technology Change -- New Products and Services -- New Product Success Rate -- Reasons for New Product Success -- Horizontal Coordination Model -- Achieving Competitive Advantage: The Need for Speed -- Strategy and structure Change -- The Dual-Core Approach -- Organization Design for Implementing Administrative Change -- Culture Change -- Forces for Culture Change -- Organization Development Culture Change --

Interventions -- Strategies for Implementing Change -- Leadership for Change -- Barriers to Change -- Techniques for Implementation -- Summary and Interpretation -- Decision-Making Processes -- Purpose of this Chapter -- Definitions -- Individual Decision-Making -- Rational Approach -- Bounded Rationality Perspective -- Organizational Decision-Making -- Management Science Approach -- Carnegie Model -- Incremental Decision Process Model -- The Learning Organization -- Combining the Incremental Process and Carnegie Models -- Garbage Can Model -- Contingency Decision-Making Framework -- Problem Consensus -- Technical Knowledge about Solutions -- Contingency Framework -- Different Types of Decision-Making Approaches -- Special Decision Circumstances -- High-Velocity Environments -- Decision Mistakes and Learning -- Escalating Commitment -- Summary and Interpretation -- Conflict, Power and Politics -- Purpose of this Chapter -- Intergroup Conflict in Organizations -- Sources of Conflict -- Rational versus Political Model -- Power and Organizations -- Individual versus Organizational Power -- Power versus Authority -- Vertical Sources of Power -- Horizontal Sources of Power -- Political Processes in Organizations -- Definition -- When is Political Activity Used? -- Using Power, Politics and Collaboration -- Tactics for Increasing Power -- Political Tactics for Using Power -- Tactics for Enhancing Collaboration -- Summary and Interpretation

Organizing involves continuous challenges in the face of uncertainty and change. How is globalization impacting organizations? How will new strategies for a turbulent world affect organizational design? In this second edition of Organization Theory and Design, developed for students in the UK, Europe, the Middle East and Africa, respected academics Jonathan Murphy and Hugh Willmott continue to add an international perspective to Richard L. Daft's landmark text. Together they tackle these questions in a comprehensive, clear and accessible study of the subject.