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Experiential Exercises in Organization Theory & Design presents a collection of thirty-nine experiential exercises designed to help illustrate and internalize key concepts in organization theory. These exercises, varying in length and complexity, offer activities ranging from personal inventories to creative production exercises. Many of these exercises include fieldwork. The text has thirteen chapters, with three exercises per chapter, each focusing on a central topic such as Fundamentals of Organization Structure, Information Technology and Control, Innovation and Change, and Conflict, Power, and Politics. Exercises are arranged in three distinct parts: Objectives (stating the desired outcome), Process (presenting step-by-step instructions), and Feedback (addressing questions for an individualized debriefing of the exercise). The exercises have all been tested and are adapted from a wide array of sources to ensure a variety of activities that will engage and challenge the student.
- New chapters cover recent developments in the field in three key areas: international environment (trading blocs, comparative advantages, cultural metaphors); interorganizational relationships (vendor selection, supply chain management); and information technology (the balanced scorecard, electronic communication).
- The text has expanded from ten to thirteen chapters, with three exercises per chapter, each focusing on a central topic such as: Fundamentals of Organization Structure; Information Technology and Control; Innovation and Change; and Conflict, Power, and Politics.
- Consistent exercise format includes clear learning objectives, step-by-step instructions, and an opportunity for feedback and questions during individualized debriefings.
Exercise 1. Connect the Numbers.
Exercise 2. Exchange game.
Exercise 3. You'll Play the Role So Why Not Pick the Part?
2. Strategy, Organization Design, and Effectiveness.
Exercise 4. When is a Business Effective in the U.S. and Around the World.
Exercise 5. Fast Food and Effectiveness: An Organizational Diagnosis.
Exercise 6. Strategy, Stakeholders and Social Responsibility.
3. Fundamentals of Organization Structure.
Exercise 7. The Apple-Orange Company Structure - Part I.
Exercise 8.The Apple-Orange Company Structure - Part II.
Exercise 9. The Club Ed Exercise.
4. The External Environment.
Exercise 10.Organizational Diagnosis of the College Setting.
Exercise 11.Stakeholder Demands.
Exercise 12. Environmental Domain and Profit.
5. Interorganizational Relationships.
Exercise 13. Grocery Store Dilemma.
Exercise 14. Survival of the Fittest.
Exercise 15. Competition Among Friends.
6. The International Environment and Organization Design.
Exercise 16. Poverty, Wealth and Interfirm Trade.
Exercise 17. International Metaphors.
Exercise 18. Global and Local: How to Have it All.
7. Manufacturing and Service Technologies.
Exercise 19. Measuring Technology.
Exercise 20. Athletics and Physical Interdependence Technologies.
Exercise 21. The Hollow Square.
8. Information Technology and Control.
Exercise 22. FRAMUS.
Exercise 23.The Balanced Scorecard.
Exercise 24. Effective Organizational Control Mechanisms.
9. Organization Size, Life Cycle and Decline.
Exercise 25. Discovering an Organization's Life Cycle.
Exercise 26. How Big are the Colleges?
Exercise 27. Bureaucracy Diagnosis.
10. Organizational Culture and Ethical Values.
Exercise 28. My Friend Morgan.
Exercise 29. Culture in the Land of Doone.
Exercise 30. A Culture in the Forest.
11. Innovation and Change.
Exercise 31. Dynamics of Change.
Exercise 32. New Exercise - Untitled.
Exercise 33. Environment, Power and Change.
12. Decision Making Processes.
Exercise 34. Maximizing or Satisficing: Pick the Best -- Or the First Good One.
Exercise 35. Decisive Decision Making.
Exercise 36. Winter Survival Exercise.
13. Conflict, Power, and Politics.
Exercise 37. Political Processes in Organizations.
Exercise 38. Conflict Strategies Exercise.
Exercise 39. Prisoners' Dilemma: An Intergroup Competition.
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.
The IM consists of approximately 100 pages that provide practical information for the successful use of the classroom exercises outlined in the main text. In addition, a correlation guide is provided so that uses may seamlessly weave the book into the Daft ORGANIZATION THEORY & DESIGN text.