There are two very contrasting approaches to reading this book and learning about organizational design. The more traditional approach is to read the book, and then use the OrgCon on cases and applications. The second approach is to begin with the OrgCon software and only examine the book as you find it helpful. Which approach is better? It is your choice, not ours. In our experience, students in organizational design prefer to start with the OrgCon and a case, rather than with the book itself. Readers who have more background in organization theory and design usually examine the book first.

There are numerous changes in the third edition. The literature review in each chapter has been updated. The information processing approach is strengthened and applied more comprehensively as the theoretical underpinnings. Throughout we have rewritten the text beyond normal editing in an attempt to make the presentation clearer and easier to read.

Develops the multi contingency theory for organizational design the fit of environment, strategy, technology, size, organizational climate and leadership style with the organizational configuration, decentralization, information system and the managerial incentives Is unique together with the OrgCon diagnosis and design program, as complementary hands on tools for learning about and applying a deeper and practical theory for diagnosis and design

Klappentext

STRATEGIC ORGANIZATIONAL DIAGNOSIS AND DESIGN, 3rd Edition, systematically surveys the substantive literature on organizational design and develops the theoretical framework of multiple contingency organizational design. The multiple contingencies in the theoretical framework cover the contingencies of size, technology, environment, and strategy, as well as leadership style and organizational climate and culture. These contingencies are mapped into design parameters such as organizational configuration, specialization, decision authority, information processing, coordination and control, and incentives.
The book examines a variety of existing organizational situations which can include the reader's organization and provides the structure and analysis to diagnose and assess what can be done to have a more efficient and effective organization. Burton and Obel's dynamic multiple contingency theory of organizations provides the analytical framework and tools for the OrgCon© a knowledge-base expert system which has been thoroughly vetted with business executives.
OrgCon© offers the manager or student a "hands on" knowledge of organizational design. It guides the manager or student through cases or their own organization and enables them to analyze real world organizational problems and seek concrete organization design solutions. The book provide the analytical framework and tools that will result in building intuitive understanding of organization design through interactive applications.
For additional information on the book and OrgCon©, see the following URLs:
http://www.wkap.nl/prod/b/1-4020-7684-3 (hardbound)
http://www.wkap.nl/prod/b/1-4020-7685-1 (paperback)

Inhalt
1 Diagnosis and Design.- 2 What is an Organizational Design?.- 3 Leadership and Management Style.- 4 Organizational Climate.- 5 Size and Skill Capabilities.- 6 The Environment.- 7 Technology.- 8 Strategy.- 9 Diagnosis and Misfits.- 10 Organizational Design Fit.- 11 The Dynamics of the Change Process.- References.