Experiential Exercises in Organization Theory and Design / Edition 1

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Baker and Paulson present a collection of experiential exercises that are designed to help illustrate and internalize key concepts in organization theory. The exercises vary in length and complexity—some may serve as discussion 'warm-ups' while others could occupy up to an hour. The activities range from personal inventories to actual creative production activities sometimes requiring fieldwork. The exercises have all been tested and are adapted from a wide array of sources to ensure a variety of activities that will engage learners regardless of their background.

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Product Details

  • ISBN-13: 9780324168631
  • Publisher: Cengage Learning
  • Publication date: 1/28/2003
  • Edition description: Older Edition
  • Edition number: 1
  • Pages: 192
  • Product dimensions: 7.90 (w) x 9.80 (h) x 0.50 (d)

Meet the Author

H. Eugene Baker III received his Ph.D. from the University of Florida. He is Professor of Management and Department Chair at the University of North Florida, College of Business Administration, Jacksonville, Florida. His specialties in both teaching and research include the organizational entry process, organizational socialization, organizational control mechanisms, organizational behavior, and organization theory. He has a special interest in teaching pedagogy and the use of experiential teaching techniques. Professor Baker has published several articles in both academic and professional publications.

Steven K. Paulson is Blanche and Luther Coggin Professor of Management at the University of North Florida, College of Business Administration, Jacksonville, Florida. His Ph.D. is from Iowa State University. His teaching interests include organizational theory, business ethics and international business management. His research specialization is the area of interorganizational relationships with a focus on regional trade blocs. Dr. Paulson's publications appear in practitioner as well as academic journals.

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Table of Contents

1. OVERVIEW OF ORGANIZATION THEORY. Exercise 1. Associations Exercise. Exercise 2. Exchange game. Exercise 3. You'll Play the Role So Why Not Pick the Part? 2. STRATEGY, DESIGN AND EFFECTIVENESS. Exercise 4. When is a Business Effective in the U.S. . . and Around the World? Exercise 5. Fast Food and Effectiveness: An Organizational Diagnosis. Exercise 6. Strategy, Stakeholders and Social Responsibility. 3. ORGANIZATION STRUCTURE. Exercise 7. The Apple-Orange Company Structure. Exercise 8. Words-In-Sentences, Inc. Exercise 9. The Club Ed Exercise. 4. ENVIRONMENT. Exercise 10. Organizational Diagnosis of the College Setting. Exercise 11. Stakeholder Demands. Exercise 12. Grocery Store Dilemma. 5. TECHNOLOGY. Exercise 13. Measuring Technology. Exercise 14. Athletics and Physical Interdependence Technologies. Exercise 15. The Hollow Square. 6. SIZE, LIFE CYCLE AND CONTROL. Exercise 16. Discovering an Organization's Life Cycle. Exercise 17. How Big are the Colleges? Exercise 18. Effective Organizational Control Mechanisms? 7. CULTURE AND ETHICS. Exercise 19. My Friend Morgan. Exercise 20. Culture in the Land of Doone. Exercise 21. A Culture in the Forest. 8. INNOVATION AND CHANGE. Exercise 22. Dynamics of Change. Exercise 23. Needle in the Organization Haystack. Exercise 24. Environment, Power and Change. 9. DECISION-MAKING. Exercise 25. Maximizing or Satisfying: Pick the Best — Or the First Good One. Exercise 26. Decisive Decision Making. Exercise 27. Winter Survival Exercise. 10. CONFLICT, POWER AND POLITICS. Exercise 28. Political Processes in Organizations. Exercise 29. Conflict Strategies Exercise. Exercise 30. Prisoners'' Dilemma: An Intergroup Competition.

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