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Experiential Exercises in Organizational Theory and Design / Edition 2

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Overview

This supplemental text of exercises is designed for the Organization Theory course found in the Management department. It is sometimes also offered in public administration and graduate-level education programs.

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Product Details

  • ISBN-13: 9780324360103
  • Publisher: Cengage Learning
  • Publication date: 4/6/2006
  • Edition description: REV
  • Edition number: 2
  • Pages: 192
  • Product dimensions: 7.98 (w) x 9.98 (h) x 0.55 (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. Organizations and Organization Theory. Exercise 1. Connect the Numbers. Exercise 2. Exchange game. Exercise 3. You'll Play the Role So Why Not Pick the Part? 2. Strategy, Organization 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. Fundamentals of Organization Structure. Exercise 7. The Apple-Orange Company Structure - Part I. Exercise 8.The Apple-Orange Company Structure - Part II. Exercise 9. The Club Ed Exercise. 4. The External Environment. Exercise 10.Organizational Diagnosis of the College Setting. Exercise 11.Stakeholder Demands. Exercise 12. Environmental Domain and Profit. 5. Interorganizational Relationships. Exercise 13. Grocery Store Dilemma. Exercise 14. Survival of the Fittest. Exercise 15. Competition Among Friends. 6. The International Environment and Organization Design. Exercise 16. Poverty, Wealth and Interfirm Trade. Exercise 17. International Metaphors. Exercise 18. Global and Local: How to Have it All. 7. Manufacturing and Service Technologies. Exercise 19. Measuring Technology. Exercise 20. Athletics and Physical Interdependence Technologies. Exercise 21. The Hollow Square. 8. Information Technology and Control. Exercise 22. FRAMUS. Exercise 23.The Balanced Scorecard. Exercise 24. Effective Organizational Control Mechanisms. 9. Organization Size, Life Cycle and Decline. Exercise 25. Discovering an Organization's Life Cycle. Exercise 26. How Big are the Colleges? Exercise 27. Bureaucracy Diagnosis. 10. Organizational Culture and Ethical Values. Exercise 28. My Friend Morgan. Exercise 29. Culture in the Land of Doone. Exercise 30. A Culture in the Forest. 11. Innovation and Change. Exercise 31. Dynamics of Change. Exercise 32. New Exercise - Untitled. Exercise 33. Environment, Power and Change. 12. Decision Making Processes. Exercise 34. Maximizing or Satisficing: Pick the Best — Or the First Good One. Exercise 35. Decisive Decision Making. Exercise 36. Winter Survival Exercise. 13. Conflict, Power, and Politics. Exercise 37. Political Processes in Organizations. Exercise 38. Conflict Strategies Exercise. Exercise 39. Prisoners' Dilemma: An Intergroup Competition.

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