Organization and Change Management

Name: Organization and Change Management
Brand: Versus
Price: 39.0 EUR
Availability: OnlineOnly

Jean-Paul Thommen(Autor*in)

Versus (Verlag)

1. Auflage

Erschienen am 5. April 2013

140 Seiten

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978-3-03909-719-7 (ISBN)

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Inhalt

Intro
Preface
Table of contents
1 Fundamentals
1.1 Introduction
1.1.1 Organization as a management tool
1.1.2 Term "organization"
1.1.3 Formal and informal organization
1.1.4 Problem-solving process of the organization
1.2 Formal elements of organizations
1.2.1 Task
1.2.2 Job/unit/position
1.2.2.1 Terms
1.2.2.2 Creation of jobs/units/positions
1.2.2.3 Job/unit/position and workplace
1.2.2.4 Job/unit/position and department
1.2.3 Tasks, competences, and responsibility
1.2.4 Connecting paths or channels between jobs
1.3 Organizational culture
1.3.1 Characteristics of an organizational culture
1.3.2 Culture types
1.3.3 Effects of organizational cultures
1.3.4 Analysis and design of organizational culture
1.4 Structure and organization
1.4.1 Structural organization
1.4.2 Process organization
1.4.2.1 Work analysis and work synthesis
1.4.2.2 Objectives of the organizational structure and the dilemma of scheduling
1.4.3 Summary
1.5 Degree of specialization
Review Questions
2 Organizational instruments
2.1 Introduction
2.2 Instruments for structural organization
2.2.1 Organigram/organizational chart
2.2.2 Job description
2.2.3 Organizational functions chart
2.3 Process organization instruments
2.3.1 Flow chart
2.3.2 Network diagram method and bar chart
2.3.2.1 Introduction
2.3.2.2 Structure planning: structure and presentation of network diagrams
2.3.2.3 Scheduling with network diagram
2.3.2.4 Capacity planning
2.3.2.5 Cost planning
2.4 Degree of organization
Review Questions
3 Structural organization
3.1 Structuration principles
3.1.1 Principles of job formation
3.1.2 Management principles
3.1.2.1 Single-line management system (unity of command)
3.1.2.2 Multiple-line management system
3.1.3 Allocation of decision-making competences
3.2 Structural organizations in practice
3.2.1 Functional organization
3.2.1.1 Pure functional organization
3.2.1.2 Line-and-staff organization
3.2.2 Divisional organization
3.2.3 Management holding
3.2.3.1 Characterization and delimitation
3.2.3.2 Structures of a management holding
3.2.4 Matrix organization
3.2.5 Network organization and virtual organization
3.2.6 Project organization
3.2.7 Team organization
3.2.8 Summary
3.3 Primary and secondary organization
Review Questions
4 Organizational structures for manufacturing
4.1 Workshop principle
4.2 Continuous production principle
4.3 Batch production
4.4 Summary
Review Questions
5 Organizational change
5.1 Introduction
5.2 Basic model of organizational design
5.2.1 Overview
5.2.2 Recognizing organizational problems
5.2.3 Initiation and promotion of reorganization
5.2.4 Planning reorganization
5.2.5 Introduction of the organization's chosen solution
5.2.6 Monitoring and further developing of the new organizational concept
5.3 Business reengineering as a fundamental and radical organizational change
5.4 Organizational development
5.4.1 Organizational development as evolutionary organizational change
5.4.2 Process of organizational change
5.4.3 Organizational learning
5.5 Comparison of the concepts change of business reengineering and organizational development
Review questions
Multiple-choice questions
Chapter 1: Basics
Chapter 2: Organizational instruments
Chapter 3: Structural organization
Chapter 4: Organizational structures of manufacturing
Chapter 5: Organizational change
Bibliography
The authors

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