Organizations in Action: Social Science Bases of Administrative TheoryOrganizations act, but what determines how and when they will act? There is precedent for believing that the organization is but an extension of one or a few people, but this is a deceptively simplified approach and, in reality, makes any generalization in organizational theory enormously difficult. Modern-day organizations?manufacturing firms, hospitals, schools, armies, community agencies?are extremely complex in nature, and several strategies, employing a variety of disciplines, are needed to gain a proper understanding of them.Organizations in Action is a classic multidisciplinary study of the behavior of complex organizations as entities. Previous books on the subject focused on the behavior of people in organizational contexts, but this volume considers individual behavior only to the extent that it helps explain the nature of organizations. James D. Thompson offers ninety-five distinct propositions about the behavior of organizations, all relevant regardless of the culture in which they are found. Thompson classifies organizations according to their technologies and environments. That organizations must meet and handle uncertainty is central to his thesis.Organizations in Action is firmly grounded in concepts and theories in the social and behavioral sciences. While it does not offer an actual theory of administration, the book successfully extends the scientific base upon which any emerging administrative theory must rest. This classic work is of continuing value to organizational and management specialists, behavioral scientists, sociologists, administrators, and policymakers. |
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Organizations in Action: Social Science Bases of Administrative Theory James D. Thompson Limited preview - 2017 |
Organizations in Action: Social Science Bases of Administrative Theory James D. Thompson No preview available - 2017 |
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achieve activities adapt administrative process Administrative Science Quarterly assessment behavior boundaries bounded rationality buffering capacity causal action cause/effect relationships Chapter closed system complex organizations concept constraints contingencies contingency theory coordination core technologies criteria decision dependent developed dimensions discretionary jobs domain dominant coalition dynamic efficiency employ established evaluated example exercise of discretion expect firm geared to complex goals groups homogeneous hospital imperfect competition important incorporate individual individual’s inducements/contributions industrial inputs institutional intensive technology James G Management managerial modern societies norms of rationality occupations open system operations organization’s organizational rationality organizational studies organizations facing Organizations in Action organizations seek outcome preferences output patterns positions problems production Prop Proposition rationality norms reciprocal interdependence Selznick sequential interdependence social Sociology standards strategy structure task environment technical core technical rationality theory Thompson total institution types uncertainty units University University of Pittsburgh variables vertical integration York