Organization Theory and Design

Hugh Willmott is Professor of Management at Cass Business School and also holds the position of Professor of Organization Studies at Cardiff Business School, Wales. His research interests span the sub-fields of management organization studies and he is particularly interested in the development and application of management theory by drawing upon the resources of critical social science. He has co-authored two major textbooks, including Introducing Organizational Behaviour & Management (co-edited with David Knights, Cengage Learning, 2017) and, additionally, has published over 20 books and contributed to a wide range of management and social science journals. . Jonathan Murphy has combined research and teaching with international management roles throughout his career. He is an internationally recognized expert in Parliamentary Development. Currently he leads INTER PARES, the European Union’s global programme for parliamentary strengthening, and was previously a UN diplomat in Ukraine and Tunisia where he headed major democracy development programmes. As a scholar, Jonathan has written on a variety of topics in international and critical management, and taught for many years at Cardiff Business School in Wales. He currently holds a visiting professorship (docent) at Jyväskylä University in Finland. .

Part I Introduction to Organizations
1 What are Organizations?
2 Perspectives on Organizations
Part II Organizational Purpose and Structural Design
3 Strategy, Organization Design and Effectiveness
4 Fundamentals of Organization Structure
Part III Open System Design Elements
5 The External Environment
6 Interorganizational Relationships
7 Designing Organizations for the International Environment
Part IV Internal Design Elements
8 Manufacturing and Service Technologies
9 Information Technology and Control
10 Organization Size, Life Cycle and Decline
Part V Managing Dynamic Processes
11 Organizational Culture and Ethical Values
12 Innovation and Change
13 Decision-Making Processes
14 Conflict, Power and Politics
Integrative Cases
1.0 Bin Kanzo: Competition, Collaboration and Expansion in the Saudi Arabian
Crane Industry
2.0 ‘Box-ticking’ in Organizations: Lessons of the Nimrod Disaster
3.0 Intercrane Ltd: Debates over Senior Decision-making and Strategy
for Expansion
4.0 DYnotex Interio Ltd: Segmentation or Assimilation of Discrete Production
Lines in a Changing Environment
5.0 Blood on the Gatepost: Family Conflicts in the New Zealand
Farming Industry