Organization Theory & Design,
13th Edition

PART I: INTRODUCTION TO ORGANIZATIONS.
1. Organizations and Organization Theory.
PART II: ORGANIZATIONAL PURPOSE AND STRUCTURAL DESIGN.
2. Strategy, Organization Design, and Effectiveness.
3. Fundamentals of Organization Structure.
PART III: OPEN SYSTEM DESIGN ELEMENTS.
4. The External Environment.
5. Interorganizational Relationships.
6. Designing Organizations for the International Environment.
7. Designs for Social Impact: Dual-Purpose Organizations, Corporate Sustainability, and Ethics
PART IV: INTERNAL DESIGN ELEMENTS.
8. Manufacturing and Service Technologies.
9. Designs for Digital Organizations and Big Data.
10. Organization Size, Life Cycle, and Decline.
PART V: MANAGING DYNAMIC PROCESSES.
11. Organizational Culture and Control.
12. Innovation and Change.
13. Decision-Making Processes.
14. Conflict, Power, and Politics.
Integrative Cases.
Glossary.
Name Index.

• Richard L. Daft

  Richard L. Daft, Ph.D., is the Brownlee O. Currey, Jr., Professor of Management in the Owen Graduate School of Management at Vanderbilt University. Dr. Daft specializes in the study of organization theory and leadership and is a fellow of the Academy of Management. He has served on the editorial boards of the Academy of Management Journal, Administrative Science Quarterly and Journal of Management Education. He has been the associate editor-in-chief of Organization Science and served for three years as associate editor of Administrative Science Quarterly. Dr. Daft has authored or co-authored 14 books and written dozens of scholarly articles, papers and chapters in academic books. A noted expert in organization behavior and organization design, Dr. Daft is one of today's most highly cited academics in the fields of economics and business.

• New Chapters - Designs for Societal Impact: Dual Purpose Organizations, Corporate Sustainability and Ethics & Designs for Digital Organizations and Big Data.

• Artificial Intelligence and its impact on management systems in the workplace.

• A new form of control over employees called Algorithmic Control and a new form of organizational influence called Nudge Management.

• A new organization form called dual-purpose or hybrid organization that combines both profit-seeking and social welfare goals. Explains how to design structures to manage the inherent goal conflict..

• New material on designs for corporate sustainability, CSR, ESG, Triple Bottom Line, and Bottom of Pyramid.

• In Chapter 3 on Org Structure features a new design, Holacracy Team-Based Structure.

• In Chapter 8 on Technology new material on overly complex technologies’ threat to society and new material on High Reliability Organizations designed to handle the complexity.

• In Chapter 13 on Decision Making new material on Decision Fallacies and Biases.

• In Chapter 6 on International new material on Reverse Innovation and a new trend in Glocalization.

• In Chapter 11 on Culture added Jack Welch model for maintaining both a positive culture and a high performance orientation.

• New Chapter 1 opening case about GE’s successes and difficulties and the relevance of each book chapters’ content to GE’s issues.

• Several new Bookmarks (review of contemporary book on each chapter’s topic.); several new Integrative cases, new end-of-chapter cases, and new end-of-chapter exercises; dozens of new examples throughout the book that illustrate concepts.

• Now available exclusively in eBook for easy, portable, affordable, and up-to-date access to the leading text.

• “Managing By Design” questions grab students’ attention, giving them a unique opportunity to actively participate with the chapter content as they complete three short opinion questions related to the chapter’s topics.

• At appropriate places throughout the chapter, students revisit and review their “Managing by Design” question and answer from the beginning of the chapter. This in-depth analysis of previous answers allows them to place the information within the context of what they’ve already learned in the chapter.

• Unique self-test questionnaires called “How do you Fit the Design?” connect students’ personal style and preferences to chapter material to heighten interest and show relevance of the concepts. These personal-feedback questionnaires can be reviewed and summarized in class.

• A “Remember This” summary of key points at end of each section in each chapter.

• Proven and popular workbook exercises at the end of each chapter provide an opportunity for in-class teamwork activities and for students to gain more experience working hands-on with the chapter’s content.

• Conveniently located in the chapter margins, the “Manager’s Briefcase” feature clearly demonstrates how to use the chapter’s concepts to analyze cases and, ultimately, manage organizations most effectively.

• Driven by intriguing situations in real businesses, end-of-chapter cases highlight significant chapter concepts. They are extremely valuable in guiding student analysis and prompting meaningful classroom discussion.

Cengage provides a range of supplements that are updated in coordination with the main title selection. For more information about these supplements, contact your Learning Consultant.

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