Organization Theory And Design 13th Edition Richard L. Daft - Solutions

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The chapter reviews some of the advantages of adopting a“design attitude.”What are the limitations of a design attitude?Under what circumstances should designers instead adopt a“decision attitude”?
Can effective organization design be a source of competitive advantage?How?
How does decomposition(or division of labor) affect organizational functioning, for example, the way problems are interpreted and how learning occurs (cf. Jacobides, 2006)?
How can we identify the causal paths linking organizational design choices, intermediary outcomes, and eventual outcomes(e.g., financial performance)?
What are the strengths and limitations of axiomatic design theory, when applied to social systems?
How can we improve the practice of organization design?
How can we develop and test prescriptive theory that is usable by practitioners?
What are the best methods for teaching organization design concepts and methods?
How does the definition of complexity proposed in this chapter differ from the definition traditionally employed in organization theory?
What are the indicators that suggest that internal complexity is increasing in many organizations?
How does complexity affect organizational functioning?
What is the difference between a design matrix and a design structure matrix (DSM)?
What strategies should managers adopt in order to deal proactively with rising complexity?
What is the meaning of the term “coupling”?
Does the existence of process interdependencies imply that there is coupling between functional requirements?
How can we more precisely assess the level of “necessary”versus“unnecessary”complexity?
What is the relationship between the perceived level of strategic risk among decision makers and the level of internal complexity in an organization?
What indicators could be used to more systematically assess how the level of complexity within organizations changes over time?
What are the most effective methods for managing and reducing complexity?
What are generic requirements to organization design processes?
What are the nine steps of organization design processes proposed in this chapter?
How do executives or other change agents “set the agenda”, i.e., persuade other stakeholders that a re-design is required?
What are the advantages of collecting data about current organizational functioning in an early phase of a re-design process?
Why should one define explicit design criteria?
What is the difference between design criteria and functional requirements?
This chapter advocates the use of a systematic,“facts-based”methodology.What are the benefits of such a methodology, and what are the potential concerns some managers may have about it?
The chapter argues that involvement of stakeholders is necessary to build trust. Does this imply that the design decisions need to be taken collectively(e.g. by the management team or a larger group of managers)?
What are the key questions that one should consider in selecting the transition approach?
At what point in the design process should one start to develop models of the future organization?
In what situations is the “idealized design” approach advocated by Russell Ackoff most effective?In what situations would it be counter-productive?
To what extent does knowledge of “operational”issues (such as work process interdependencies)improve the quality of “strategic design” decisions?
At what point in the design process should you staff managerial positions?
Do large group methods constitute a viable alternative to traditional approaches to re- complex organizations?
What are the main differences between the simple, functional, and divisional structure?
Who has the Profit and Loss (P/L) responsibility in a firm with a functional structure?
Who has the Profit and Loss (P/L) responsibility in a divisionalized firm?
In which circumstances is each organizational form most appropriate?
What are typical goal conflicts (i.e., coupling)that may emerge in a firm with a simple structure?
What are typical goal conflicts (i.e., coupling)that may emerge in a firm with a functional structure?
What are typical goal conflicts (i.e., coupling)that may emerge in a firm with a divisionalized structure?
What are some recent developments or extensions of the divisionalized form?
To what extent can one compensate for the weaknesses of each form?
What are alternative grouping principles for divisionalized firms?
According to Table 3.8 there the career paths for specialists in divisionalized firms are worse in divisionalized firms than in functionally organized firms. Why may this be so?
Why hasn’t Apple adopted the divisional structure, despite being a large firm?
Existing theorizing and research has provided some general guidelines for when a firm should choose a product-based versus a customer-based structure.How can we develop more specific decision criteria?
May axiomatic design principles help explain why some variants and hybrids of the traditional organizational forms are viable, whereas others are dysfunctional(Argyres, 1995; Mintzberg, 1983)?
In firms with a functional structure, to what extent can the assignment of goals related to integration and collaboration compensate for the tendency to focus narrowly on one’s own unit?
In firms with a divisional structure, can we preserve clear divisional level accountability, even when there is extensive collaboration across divisions?
What are the main advantages of a multidimensional structure compared to a unidimensional structure?
How does a multidimensional structure allow a firm to realize economies of scope?
What are the key differences between the matrix, front-back, and modular organization?
Why do matrix reporting relationships create coupling between functional requirements?
What are the main preconditions that must be in place in order to implement the modular organization as defined by Russell Ackoff?
Can a multidimensional structure be implemented even in a small organization?
Compared to a traditional organization, do you think the modular organization will lead to more internal competition between managers, or to more cooperative behavior?
What do you think are the advantages and disadvantages for employees of being organized within a resource pool?
To what extent is it possible to design a “standard interface”in modular terms between output (product) units and market units?
How can modular organizations be designed to exploit the advantages of flexibility while at the same time foster the“collective action” required to maintain coherence?
How can market-based resource allocation processes best be implemented in large organizations?
What is the evidence with regard to the effects of resource pooling?
How can we operationalize the concept of the modular organization and track the degree of adoption of this model?
What are the performance effects of adopting multidimensional models?
Is the need to reorganize reduced in multidimensional organization(i.e., do such organizations maintain their structure over a longer period of time compare to unidimensional organizations)?
What is a manager?
What is an organization?
What is the optimal span of control?
One of the basic principles in requisite organization(RO)approach is that managers should be one level above their sub-ordinates in terms of ability to handle task complexity.What is the rationale behind this principle?
How can we extend RO to project-based organizations?
Draw a diagram of the hierarchical layers of an organization that you know or can obtain information about (e.g., your employer or your university).To what extent does the formal structure correspond to an ideal structure according to RO?
What does the word accountability entail? To what extent are managers in the average organization accountable, in the sense of the word used by Jaques?
Are large organizations able to place the right people at the right level? What indications do we have to suggest that this may or may not be the case?
What concerns would you expect that managers and employees might have with regard to the application of RO concepts in their organization?To what extent are these concerns well founded?To what extent may they be addressed by revising some elements of RO?
What are the effects, on individuals and organizations, of mismatches between individual working capacity and task requirements?
What is the reliability and validity of time-span as a proxy for task complexity?
What are the most reliable and most convenient methods for assessing an individual’s working capacity?
To what extent does the introduction of a structure based on RO improve the perceived fairness of key HR processes related to appraisals, succession plans, reward, and promotions?
What are the key prerequisites for institutionalizing the role of the manager’s manager as advocated by Jaques?
Did Jaques pay sufficient attention to the non-cognitive aspects of leadership, such as emotional intelligence?
To what extent is individual working capacity as defined by Jaques correlated with organizational capabilities?To what extent may strong institutional processes and systems compensate for either low individual working capacity, or mismatches between person and role?
Do you personally embrace a commercial logic or a social welfare logic? Why do you think you hold to that perspective?
1. Why is Rick Arnold’s news division losing influence at the Daily Tribune?2. How might Rick have handled the ETH story in a more collaborative way?3. Are there any power sources or political tactics Rick might use to add to his influence as news editor? Explain.
1. What assumptions (rational or political) was Burton using in his initiative to improve the plant? Explain.2. What was the underlying cause of the conflict in the case?3. How do you think the workers viewed Burton’s initiative? What might Burton have done differently to gain the cooperation of
In which of the four cultures described in Exhibit would you prefer to work? Why?
1. What types of control did Clemmons appear to be using at Bachmeyer? What are her assumptions about her control over people in the plants?2. Why do you think her communication attempt to change procedures received little response?3. What advice would you give Clemmons about communicating future
1. How would you describe the culture of NASCAR racing teams? How are these cultural values manifested?2. Describe the culture war at NASCAR. What is your evidence?3. How might the NASCAR organization, teams, and sponsors work through differences to create a unified culture? What do you think a
Describe the four elements of the feedback control model. Which of these elements is more similar to behavior control? Outcome control?
How might the symbols apparent in a business college differ from symbols in a school of social work? If you have access to both types of schools, walk through them and record any differences you see.
Do you think strong subcultures would be a good thing for an organization? Why?
Would you prefer to work in an organization with a tight or a loose culture (BookMark)? Explain why.
Why do you think Learning and Growth Culture Goals are at the bottom of the Strategy Map in Exhibit? Discuss.
1. How would you characterize the structure of Fabulous Footwear? Explain.2. In what ways is the structure appropriate or inappropriate for frequent changes in shoe styles? What structure changes would you recommend?3. If you were the CEO, how would you get employees to use the new information
1. What type of decision process does Pitcher seem to be using in his work with other departments? What type of process should he be using in this situation? Explain.2. How would Davidson apply the Carnegie model to make a decision about Pitcher at this point? Explain.3. Does the type of decision
1. The initial problem for Alissa was how she would manage locations one hour apart and maintain high quality and service. The current problem is Hugo’s management style. To what extent would you say these two problems are programmed versus nonprogrammed? Explain2. What type of decision process
1. Why do you think CPI board members held onto the company’s success model and did not respond to the environmental changes in photo technology and customers’ desires?2. What type of organization structure and management process did CPI appear to have, and what type of structure would have
1. How would you describe the management processes within Caresource versus Quest? Which seemed more effective? Why?2. Which organizational design (Caresource or Quest) do you think was more appropriate for a competitive and changing technological environment? Why?3. In your opinion, which firm
1. What is the role of the resource dependence and collaborative network perspectives in this case? Explain your reasoning.2. Do you think the relationship between Technomagia and AUD would have worked out satisfactorily for both without VMI? Discuss your expected outcomes with and without VMI.3.
1. Do you think it is necessary for Henderson to meet with and try to build support from such a diverse group of people before moving ahead with the color lab and paint shop? Why?2. How does the institutional view in the chapter help explain the events in this case? Discuss.3. Which of normative or
1. What are the arguments for Halogen Analytics going international?2. What are the arguments for Halogen Analytics staying focused on the U.S. market?3. Which of the three international strategy options—open its own offices, take on foreign partners, license its products—would you recommend.
1. What do you see as the pros and cons of a new headquarters’ international department to coordinate across geographic regions?2. Do you support the proposal to reorganize into a worldwide product structure? What implementation challenges do you foresee? Explain.

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Organization Theory And Design 13th Edition Richard L. Daft - Solutions

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