We examine how and why elements of organizational design depend on one another. An agent-based simulation allows us to model three design elements and two contextual variables that have rarely been analyzed jointly: a vertical hierarchy that reviews proposals from subordinates, an incentive system that rewards subordinates for departmental or firm-wide performance, the decomposition of an organization's many decisions into departments, the underlying pattern of interactions among decisions, and limits on the ability of managers to process information. Interdependencies arise among these features because of a basic, general tension. To be successful, an organization must broadly search for good sets of decisions, but it must also stabilize around good decisions once discovered. An effective organization balances search and stability. We identify sets of design elements that encourage broad search and others that promote stability. The adoption of elements that encourage broad search typically raises the marginal benefit of other elements that provide offsetting stability. Hence, the need to balance search and stability generates interdependencies among the design elements. We pay special attention to interdependencies that involve the vertical hierarchy. Our findings confirm many aspects of conventional wisdom about vertical hierarchies, but challenge or put boundary conditions on others. We place limits, for instance, on the received wisdom that firm-wide incentives and capable subordinates make top-level oversight less valuable. We also identify circumstances in which vertical hierarchies can lead to inferior long-term performance.

/pdf/balancing-search-and-stability-interdependencies-among-5g3adckmpy.pdf

Balancing Search and Stability: Interdependencies Among Elements of Organizational Design

The prevailing emphasis in health education is on understanding and changing life-style choices and individual health behaviors related to health status. Although such approaches are appropriate for some health problems, they often ignore the association between increased morbidity and mortality and social, structural, and physical factors in the environment, such as inadequate housing, poor sanitation, unemployment, exposure to toxic chemicals, occupational stress, minority status, powerlessness or alienation, and the lack of supportive interpersonal relationships. A conceptual model of the stress process incorporates the relationships among these environmental factors, powerlessness (or conversely empowerment), social support, and health status. The concept of empowerment has been examined in diverse academic disciplines and professional fields. However, there is still a lack of clarity on the conceptualization of empowerment at different levels of practice, including its measurement, relationship to health, and application to health education. The purpose of this article is to address these issues as they relate to the concept of community empowerment. It provides a definition of community empowerment that includes individual, organizational, and community levels of analysis; describes how empowerment fits within a broader conceptual model of stress and its relationship to health status; and examines a series of scales that measure perceptions of individual, organizational, community, and multiple levels of control. The article concludes with broad guidelines for and barriers to a community empowerment approach for health education practice.

/pdf/health-education-and-community-empowerment-conceptualizing-3coavykqo3.pdf

Health Education and Community Empowerment: Conceptualizing and Measuring Perceptions of Individual, Organizational, and Community Control

https://isiarticles.com/bundles/Article/pre/pdf/11188.pdf

Unveiling the structure of supply networks: case studies in Honda, Acura, and DaimlerChrysler

The external validity of artificial "trivial" laboratory settings is examined. Past views emphasizing generalizability of relations among conceptual variables are reviewed and affirmed. One major implication of typical challenges to the external validity of laboratory research is tested with aggression research: If laboratory research is low in external validity, then laboratory studies should fail to detect relations among variables that are correlated with aggression in "real-world" studies. Meta-analysis was used to examine 5 situational variables (provocation, violent media, alcohol, anonymity, hot temperature) and 3 individual difference variables (sex, Type A personality, trait aggressiveness) in real-world and laboratory aggression studies. Results strongly supported the extemal validity of trivial laboratory studies. Advice is given on how scholars might handle occasional descrepancies between laboratory and real-world findings.

/pdf/external-validity-of-trivial-experiments-the-case-of-3hkosfpr3b.pdf

External Validity of “Trivial” Experiments: The Case of Laboratory Aggression:

This article develops the argument that organizational or corporate culture is strongly influenced by the characteristics of the industry in which the company operates. Thus, companies within an industry share certain cultural elements that are required for survival. The article identifies three classes of industry variables that have the potential for creating industry-driven cultural elements: competitive environment, customer requirements, and societal expectations. The article also discusses implications of the industry influences on the potential for culture change.

Industry Determinants of Organizational Culture

A consistent theme throughout the eleventh edition of Organizations is that effective management of organizational behaviour needs an understanding of theory, research and practice. Given this theme, the authors present and interpret organizational behaviour theory and research so that students can comprehend the three characteristics common to all organizations - behaviour, structure and processes - as affected by actions of managers. The text is organized and presented in a sequence based on these three characteristics, with each part a self-contained unit so that the parts can be presented in whatever sequence the instructor prefers. The text is easily adaptable to these individual preferences. This edition emphasizes that the most successful managers in the global economy will be those who can anticipate, adapt and manage change.

Organizations : Behavior, Structure, Processes

Part 1 Management and the environment: managers and the evolution of management managers and their environments managing in a global environment social and ethical responsibilities of management. Part 2 Managing work and organizations: management decision-making the planning function strategic planning the organizing function organization design the controlling function. Part 3 Managing people in organizations: motivation managing work groups leading people in organizations communication and negotiation human resource management organization change, development and innovation. Part 4 Managing production and operations: production and operations management production and inventory planning and control managing information for decision making. Part 5 Special management topics: entrepreneurship careers in management. Appendix: Internet exercises.

Fundamentals of Management

Tujuan edisi kelima buku Organisasi : Perilaku, Struktur, dan Proses adalah untuk menyajikan pandangan yang relistik, relevan, dan mendalam tentang orang-orang dalam Organisasi. Buku ini berusaha mencapai tujuan tersebut dengan menyediakan teori, hasil penelitian, dan penerapannya dalam kaitannya dengan orang-orang dalam organisasi. Target penyusunan setiap bab, kasus, dan latihan dalam buku ini adalah realisme, relevansi, dan kedalaman. Sepanjang riwayat buku Organisasi: Perilaku, Struktur, dan Proses, balikan (feedback) dari para mahasiswa dan pengajar menunjukkan bahwa kami telah mencapai apa yang kami inginkan. Tema yang ditekankan dalam keseluruhan buku ini adalah bahwa manajemen perilaku organisasi yang efektif menghendaki adanya pemahaman teori, penelitian, dan praktik. Berdasarkan tema tersebut, tugas kita adalah menafsirkan teori dan penelitian ilmu perilaku agar para mahasiswa dapat memahami tiga karakteristik umum yang ada pada setiap organisasi- perilaku, struktur, proses - yang dipengaruhi oleh tindakan manajer. Sesuai dengan itu, kami telah menggambarkan bagaimana teori perilaku organisasi mendorong adanya penelitian dan bagaimana teori dan penelitian tersebut menyediakan landasan utama bagi penerapan praktis dalam perusahaan bisnis, rumah sakit, lembaga pendidikan, dan badan pemerintahan.

James L. Gibson

Papers

Organizations : Behavior, Structure, Processes

Fundamentals of Management

Organisasi: perilaku struktur proses

Organizations: structure, processes, behavior

Organisasi dan Manajemen.