Organization Theory & Design, 13th Edition

Richard L. Daft

Copyright 2021
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Organization Theory & Design 13th Edition by Richard L. Daft

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Overview
Meet the Author
What's New
Features
Table of Contents
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Overview

Introduce your students to the most progressive thinking about organizations today as acclaimed author Richard Daft balances recent, innovative ideas with proven classic theories and effective business practices. Daft’s best-selling ORGANIZATION THEORY AND DESIGN presents a captivating, compelling snapshot of contemporary organizations and the concepts driving their success. Recognized as one of the most systematic, well-organized texts in the market, the 13th edition of ORGANIZATION THEORY AND DESIGN helps current and future managers prepare for the challenges of today's business world. The new edition features important revisions, including a new chapter on Designs for Social Impact: Dual-Purpose Organizations and a new chapter on Designs for Digital Organizations and Big Data. Other new topics include Reverse Innovation, Artificial Intelligence, Social Network Analysis and Holacracy Team-Based Structure. In addition, the text continues its tradition of incorporating the most current examples and research alongside time-tested principles. Students see how many of today’s well-known organizations have learned to cope and even thrive amidst a rapidly changing, highly competitive international environment. Featured organizations include Facebook, Uber, Amazon, Disney/Pixar, Southwest Airlines, Barnes & Noble, and Cisco Systems and dozens of other companies, many from other countries. Organization studies, proven cases, and illustrations provide the insights necessary to better understand modern organizations, while new and proven learning features give your students opportunities to apply concepts and refine their personal business skills and insights.

Meet the Authors

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Richard L. Daft

Richard L. Daft, Ph.D., is the Brownlee O. Currey, Jr., Professor in the Owen Graduate School of Management at Vanderbilt University. Professor Daft specializes in the study of organization theory and leadership; he is a fellow of the Academy of Management and has served on the editorial boards of the Academy of Management Journal, Administrative Science Quarterly, and Journal of Management Education. He was the associate editor-in-chief of Organization Science and served for three years as associate editor of Administrative Science Quarterly. Professor Daft has authored or co-authored 14 books, including The Leadership Experience (Cengage/South-Western, 2018), Organization Theory and Design (Cengage, 2021), The Executive and the Elephant: A Leader’s Guide for Building Inner Excellence ( Jossey-Bass, 2010), and Understanding Management (with Dorothy Marcic; Cengage, 2020). He has also written dozens of scholarly articles, papers, and chapters in other books. His work has been published in Organizational Dynamics, Administrative Science Quarterly, Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Journal of Management, Accounting Organizations and Society, Management Science, MIS Quarterly, California Management Review, and Organizational Behavior Teaching Review. In addition, Professor Daft is an active teacher and consultant. He has taught management, leadership, organizational change, organizational theory, and organizational behaviour. Professor Daft has served as associate dean, produced for-profit theatrical productions, and helped manage a start-up enterprise. He has been involved in management development and consulting for many companies and government organizations.

What's New

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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.

Features

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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.

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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.