Cameron / Whetten Organizational Effectiveness

A Comparison of Multiple Models
1. Auflage 2013
ISBN: 978-1-4832-6854-5
Verlag: Elsevier Science & Techn.
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 308 Seiten, Web PDF

Organizational Effectiveness: A Comparison of Multiple Models directly addresses the issues of non-integration and non-comparability. This book not only provides well thought out approaches to effectiveness as a construct, but also practical suggestions for improving effectiveness in organizations. A set of integrating questions that raise theoretical, conceptual, empirical, research, practical, and managerial issues are also included. This text likewise compares and contrasts theoretical and philosophical roots of a particular perspective with other perspectives. This publication is intended for scholars and researchers seeking to understand and measure organizational effectiveness, as well as practitioners who are faced with the problem of managing and improving their own organization's effectiveness.

Autoren/Hrsg.

Cameron, Kim S.

Whetten, David A.

Inhaltsverzeichnis

1;Front Cover;1
2;Organizational Effectiveness: A Comparison of Multiple Models;4
3;Copyright Page;5
4;Table of Contents;6
5;Contributors;10
6;Preface;12
7;Chapter 1. Organizational Effectiveness: One Model or Several?;16
7.1;Understanding Organizational Effectiveness;18
7.2;Conclusion;34
7.3;References;35
8;PART I: MULTIPLE MODELS OF ORGANIZATIONAL EFFECTIVENESS;40
8.1;Chapter 2. An Interactionist Perspective on Organizational Effectiveness;42
8.1.1;The Attraction–Selection–Attrition Framework;42
8.1.2;Theoretical, Methodological, and Practical Implications;56
8.1.3;References;67
8.2;Chapter 3. A Framework for an Integrated Model of Organizational Effectiveness;70
8.2.1;Merging Contemporary Theories;71
8.2.2;An Integration of Models;76
8.2.3;Responses to Integrative Questions;79
8.2.4;References;84
8.3;Chapter 4. The Effectiveness of Interpretation Systems;86
8.3.1;Interpretation Systems and Organizational Effectiveness;87
8.3.2;Characteristics of Interpretation Systems;89
8.3.3;A Model of Organizational Interpretations;92
8.3.4;Interpretation System Effectiveness;97
8.3.5;Conclusion;102
8.3.6;References;107
8.4;Chapter 5. A Political–Economic Perspective on Organizational Effectiveness;110
8.4.1;Value Issues in Conceptualizing Organizational Effectiveness;111
8.4.2;Critical Theory and Welfare Economics;113
8.4.3;The Population Perspective of Organizational Effectiveness;115
8.4.4;Conclusions;139
8.4.5;References;145
8.5;Chapter 6. Pursuing Organizational Effectivness That Is Ambiguously Specified;150
8.5.1;Departing from Tradition;150
8.5.2;Specifying Goals and Avoiding Their Specification;153
8.5.3;Decomposing Control Structurally and Temporally;157
8.5.4;Searching Analytically and Mechanistically;164
8.5.5;Reaping Benefits from Ambiguities;166
8.5.6;References;173
8.6;Chapter 7. On the Demise of Organizational Effectiveness Studies;178
8.6.1;Basic Theses;179
8.6.2;Outcome Approaches to OE;182
8.6.3;Determinant Approaches to OE;186
8.6.4;An Alternative Approach;190
8.6.5;Discussion;195
8.6.6;References;197
9;PART II: COMPARISONS AND IMPLICATIONS OF MULTIPLE MODELS OF EFFECTIVENESS;200
9.1;Chapter 8. Organizational Effectivness and Organizational Behavior: A Critical Perspective;202
9.1.1;Comparing, Critiquing, and Integrating the Perspectives;202
9.1.2;Organizational Effectiveness Issues and Prescriptions from Organizational Behavior;209
9.1.3;A Perspective;212
9.1.4;Conclusion;215
9.1.5;References;217
9.2;Chapter 9. Assessing Outcomes and Effects;220
9.2.1;Some Basic Premises;221
9.2.2;Performance Assessment: An Idealization;222
9.2.3;Types of Assessments;224
9.2.4;Purposes of Assessment;226
9.2.5;Other Realities;229
9.2.6;Reactions to the Six Contributions;230
9.2.7;Implications;235
9.2.8;References;236
9.3;Chapter 10. The Implications of Effectiveness Theory for Managerial Practice in the Public Sector;240
9.3.1;The Infinity Problem;241
9.3.2;The Necessity of Arbitrary Circumscription;243
9.3.3;Retaining Ambiguity and Mitigating Cross-Purposes;252
9.3.4;References;254
9.4;Chapter 11. Organizational Effectiveness: Implications for the Practice of Management;256
9.4.1;First Responses: From Nord to Schneider;258
9.4.2;Weick and Daft;260
9.4.3;Starbuck and Nystrom;262
9.4.4;Goodman;263
9.4.5;Seashore;263
9.4.6;Schneider;264
9.4.7;Six Authors: Common Themes;264
9.4.8;Affective Considerations;265
9.4.9;Contributions to the Practice of Management;266
9.4.10;Practical Alternatives;271
9.4.11;Conclusions;273
9.4.12;References;274
9.5;Chapter 12. Some Conclusions about Organizational Effectiveness;276
9.5.1;Conclusions about Organizational Effectiveness;277
9.5.2;Cuidelines for Assessing Organizational Effectiveness;284
9.5.3;Conclusion;289
9.5.4;References;290
10;Author Index;294
11;Subject Index;302