Presenting the emergence of new organizational designs in a novel way, this insightful book blends theory and practice to examine major trends and directions, the key ideas that underpin organizational design and how these ideas might be applied.

The authors explore how, in a world characterized by relentless change and volatility, traditional bureaucracies of the past are increasingly regarded as being too slow and centralized. Instead, emerging ideas, such as platforms, ecosystems, holacracies, agility and improvisation are gaining purchase. Focusing on key trends and forms of design, the book offers an approach to organizing that accommodates paradoxes and offers a fresh view on managing organizational design.

Rich in anecdotes and examples, the Elgar Introduction to Designing Organizations will be a useful guide for business and management scholars and advanced students with a focus on organizational studies and innovation. It will be beneficial for business managers thinking about how to design their organization so that it is fit for contemporary purposes.

Table of Contents:

Front matter

Copyright

Contents

Figures

Tables

About the authors

Acknowledgements

• Ch. 1: Introduction to the Elgar Introduction to Designing Organizations

• Ch. 2: The fundamentals of organizational design

• Ch. 3: Organization design and change

• Ch. 4: The traditional organization: hierarchy meets bureaucracy

• Ch. 5: Less hierarchical organizations: the fall of the traditional pillars (part I: hierarchy)

• Ch. 6: The agile organization: the fall of the traditional pillars (part II: task design and allocation)

• Ch. 7: Final reflections: patterns, principles and practices

Back matter

References

Index

Reviews:

• "A must-read book to those interested in the art of management in a fast-evolving world. A complex environment wherein organizations face increasing paradoxical tensions among their goals and accountabilities. Relying on their valuable knowledge on paradox theory, the authors offer the readers key insights from theory and real organizational cases, helping them understand why different organizational designs emerge and when it is fruitful to apply them."

-- Francesco Sguera, Católica-Lisbon School of Business and Economics, Portugal

• "I recommend the Elgar Introduction to Designing Organizations to practicing managers or MBA students who enjoy deep dives into the dynamics of their organizations. I’ll also share the book with Ph.D. students as their first introduction to organizational design. The authors have spanned history and perspectives in an interesting and thoughtful read."

-- Terri Griffith, Simon Fraser University, Canada

• "This book has a unique and powerful message: being '…fit for contemporary purposes…' entails understanding and practicing organizational design as a paradoxical effort, and therefore cycle between stability and change, temporally reach a balance, abandon status quo, embrace uncertainty, accept misfits, learn to flow through contradictions. A truly interesting read for both organizational scholars and practitioners."

-- Andrea Prencipe, Luiss University, Italy

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More about this e-Book:

The fundamentals of human resource management are extensively described in European and American literature. This book summarises the general human resource management philosophies, theories, strategies and techniques and links them to the specific African context. The usefulness of these general insights of human resource management not only depends on whether or not the organisation is public or private, but also whether they are local or foreign. It also depends on the socio economic and cultural environment. In that regard, current African human resource management practices and techniques are best compared to those of European and American organisations of the 1960s and 70s. Nevertheless, globalisation has forced managers to learn and adapt to new ways of managing human resources faster than ever before. This book is useful for all students, academics and professionals in human resource management in general and more importantly those who work or are interested in African organisations. 

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Human Resources Management (HRM) takes a strategic approach to recruit/hire, train, and retain the right people, for the right job, at the right time.  The goal of HRM is to support the organization in achieving its strategies and goals.  Companies understand “employees” are their biggest asset.

This text covers the foundational knowledge and skills required for HRM in all businesses, whether local, regional, or global. It outlines challenges faced by human resources (HR) departments, and offers solutions on how to overcome them. The text also offers technology, tools, and processes to improve the efficiency of the HR department in an organization. The important role HR plays is also stressed throughout the text. The principles and concepts learned can be applied to all functions within HR. The text includes engaging critical thinking and reflective activities for students, as well as,  videos to enhance learning at an in-depth level; and offers teacher resources in lesson planning.

Table of Contents:

Acknowledgments

About This Book

Changes from Adapted Resource

Chapter 1: Human Resources Strategy

1.0 Learning Outcomes

1.1 Human Resource Management

1.2 Evolution and History of Human Resources Management

1.3 The Role of HRM in Organizations

1.4 The Human Resources Manager

1.5 Human Resources and Environmental Factors

1.6 HRM and Business Challenges

1.7 Key Terms

1.8 Summary

1.9 Exercises/Activities for Teachers and Students

1.10 Case Study: The Birth of a Marijuana Producer

Chapter 2: Human Resources Planning and Analytics

2.0 Learning Outcomes

2.1 Human Resources Planning and Strategy

2.2 The HR Planning Process

2.3 Forecasting Demand for Labour

2.4 HR Demand Forecasting Method

2.5 Human Resources Supply

2.6 HR Response and Plan for Supply and Demand

2.7 Human Resources Information Systems (HRIS) and HR Analytics

2.8 HR Analytics

2.9 HR Analytics Application

2.10 Key Terms

2.11 Summary

2.12 Exercises/Activities for Teachers and Students

2.13 Case Study: The Power of HR Analytics for ACME Inc.

Chapter 3: Diversity, Inclusion, Equity and the Law

3.0 Learning Outcomes

3.1 Diversity, Rights, Ethics, Work-Life Balance

3.2 Federal Human Rights Laws

3.3 Provincial Human Rights Laws

3.4 Discrimination in Organizations

3.5 Employment Equity

3.6 Key Terms

3.7 Summary

3.8 Exercises/Activities for Teachers and Students

3.9 Case Study: Visible Minorities

Chapter 4: Job Analysis and Job Design

4.0 Learning Outcomes

4.1 Strategy and Job Analysis

4.2 Job Analysis

4.3 Job Description

4.4 Job Design

4.5 Approaches to Job Design

4.6 Contemporary Issues in Job Design

4.7 Key Terms

4.8 Summary

4.9 Exercises/Activities for Teachers and Students

4.10 Case Study: Job Analysis at Matrix Agricultural Systems

Chapter 5: Talent Acquisition

5.0 Learning Outcomes

5.1 The Recruitment Process

5.2 Recruitment Plan - Internal and External

5.3 The Law and Recruitment and Selection

5.4 Application Forms

5.5 Recruitment Strategies

5.6 An Interview Story

5.7 The Selection Process

5.8 Criteria for Interviews

5.9 Application and Resume-Review

5.10 Interview Bias

5.11 Interview Structures

5.12 Interview Types

5.13 Test Administration

5.14 Combining The Test Results Information

5.15 Selection Offers and Errors

5.16 Key Terms

5.17 Summary

5.18 Exercises/Activities for Teachers and Students

5.19 Case Study: Great Mattress Company

5.20 Case Study: Zendesk Recruitment: A Fictional Example

Chapter 6: Training and Development

6.0 Learning Outcomes

6.1 Employee Training and Development

6.2 Onboarding Steps for New Employees

6.3 Training Delivery Methods

6.4 Methods of Delivery

6.5 Web-Based Learning

6.6 Employee Development

6.7 Career Development

6.8 Measuring Training Effectiveness

6.9 Key Terms

6.10 Summary

6.11 Exercises/Activities for Teachers and Students

6.12 Case Study: Training, Not Like It Used to Be

Chapter 7: Compensation and Benefits

7.0 Learning Outcomes

7.1 Developing a Compensation Package

7.2 Goals of a Compensation Package

7.3 Job Evaluation and Pay Systems

7.4 Compensation Strategies and Pay Theories

7.5 Laws Relating to Pay

7.6 Goals of Employee Benefits

7.7 Mandatory and Voluntary Benefits

7.8 Flexible Benefits

7.9 Key Terms

7.10 Summary

7.11 Exercises/Activities for Teachers and Students

7.12 Case Study: Matching Compensation with Core Values

Chapter 8: Performance Management

8.0 Learning Outcomes

8.1 Performance Management Systems

8.2 Managing Performance

8.3 Designing a Performance Management System

8.4 Steps in Performance Evaluation Process

8.5 Popular Performance Appraisal Models

8.6 Performance Appraisal Methods

8.7 Value of Performance Appraisals

8.8 Individual, Team, Manager Performance Reviews

8.9 Completing and Conducting the Appraisal

8.10 Managing Performance Issues

8.11 Disciplinary Processes for Performance Issues

8.12 Investigation of Performance Issues

8.13 Key Terms

8.14 Summary

8.15 Exercises/Activities for Teachers and Students

8.16 Case Study: A Tough Conversation

Chapter 9: Health and Safety

9.0 Learning Outcomes

9.1 Introduction to Occupational Health and Safety Legislation

9.2 Rights and Responsibilities

9.3 Record Keeping and Tracking Incidents

9.4 Joint Health and Safety Committee

9.5 Powers, Authority and Legal Implications

9.6 Related Legislation

9.7 WHMIS

9.8 Health Hazards at Work

9.9 Stress

9.10 Incident Investigation

9.11 Hazard Recognition, Assessment and Control

9.12 Investigation Steps

9.13 Promoting a Culture of Safety and Health

9.14 Key Terms

9.15 Summary

9.16 Exercises/Activities for Teachers and Students

9.17 Case Study: Workplace Safety - Commercial Hazards

Chapter 10: Labour Relations

10.0 Learning Outcomes

10.1 Definition and History of Unions

10.2 Reasons for Unionization

10.3 Union Objectives and Structures

10.4 Legislation and Unions

10.5 Organizing Unions and Collective Bargaining

10.6 Administration of the Collective Bargaining Agreement

10.7 The Future of Unions

10.8 Human Resources in Union Workplaces

10.9 Key Terms

10.10 Summary

10.11 Exercises/Activities for Teachers and Students

10.12 Case Study: Dissatisfied Employees and Unionization

Chapter 11: Global Human Resources

11.0 Learning Outcomes

11.1 International Environments

11.2 Types of Structures of Global Companies

11.3 Defining the Countries

11.4 Culture Shock and Coping

11.5 Selection of Employees (Expatriates)

11.6 A Look at Cross-Cultural Conditions and HR

11.7 Training International Project Teams

11.8 Key Terms

11.9 Summary

11.10 Exercises/Activities for Teachers and Students

11.11 Case Study: American Factory

Chapter 12: HR Professional Practices

12.0 Learning Outcomes

12.1 HR Professionalism and Certification

12.2 Very Competitive Field

12.3 How To Earn Certification

12.4 Key Terms

12.5 Summary

12.6 Exercises/Activities for Teachers and Students

Versioning History

Ancillary Resources

References

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The purpose of this open-source textbook is to provide students with a basic understanding of Human Resource Management (HRM) with a fresh perspective. This textbook will help provide students with the necessary skills, terminology and knowledge to be successful practitioners regardless of position or department. Beginning with the purpose of HRM, to the functions of HRM, to providing the organization with high performance, this textbook will supplement the basic knowledge to success. 

     [**NOTE: The laws and regulations in this textbook applies to the United States**.]

Table of Contents:

Introduction

Chapter 1: The Role of Human Resources

• 1.1 What is Human Resources?

• 1.2 Skills Needed for HRM

• 1.3 Today's HRM Challenges

• 1.4 Cases and Problems

Chapter 2: Develop and Implement HRM Plans

• 2.1 Strategic Planning

• 2.2 Writing the HRM Plan

• 2.3 Tips in HRM Planning

• 2.4 Cases and Problems

Chapter 3: Diversity and Multiculturalism

• 3.1 Diversity and Multiculturalism

• 3.2 Diversity Plans

• 3.3 Multiculturalism and the Law

• 3.4 Cases and Problems

Chapter 4: Recruitment

• 4.1 The Recruitment Process

• 4.2 The Law and Recruitment

• 4.3 Recruitment Strategies

• 4.4 Cases and Problems

Chapter 5: Selection

• 5.1 The Selection Process

• 5.2 Criteria Development and Résumé Review

• 5.3 Interviewing

• 5.4 Testing and Selecting

• 5.5 Making the Offer

• 5.6 Cases and Problems

Chapter 6: Compensation and Benefits

• 6.1 Goals of a Compensation Plan

• 6.2 Developing a Compensation Package

• 6.3 Types of Pay Systems

• 6.4 Other Types of Compensation

• 6.5 Cases and Problems

Chapter 7: Retention and Motivation

• 7.1 The Costs of Turnover

• 7.2 Retention Plans

• 7.3 Implementing Retention Strategies

• 7.4 Cases and Problems

Chapter 8: Training and Development

• 8.1 Steps to Take in Training an Employee

• 8.2 Types of Training

• 8.3 Training Delivery Methods

• 8.4 Designing a Training Program

• 8.5 Cases and Problems

Chapter 9: Successful Communication

• 9.1 Communication Strategies

• 9.2 Management Styles

• 9.3 Cases and Problems

Chapter 10: Managing Employee Performance

• 10.1 Handling Performance

• 10.2 Employee Rights

• 10.3 Cases and Problems

Chapter 11: Employee Assessment

• 11.1 Performance Evaluation Systems

• 11.2 Appraisal Methods

• 11.3 Completing and Conducting the Appraisal

• 11.4 Cases and Problems

Chapter 12: Working with Labor Unions

• 12.1 The Nature of Unions

• 12.2 Collective Bargaining

• 12.3 Administration of the Collective Bargaining Agreement

• 12.4 Cases and Problems

Chapter 13: Safety and Health at Work

• 13.1 Workplace Safety and Health Laws

• 13.2 Health Hazards at Work

• 13.3 Cases and Problems

Chapter 14: International HRM

• 14.1 Offshoring, Outsourcing

• 14.2 Staffing Internationally

• 14.3 International HRM Considerations

• 14.4 Cases and Problems

Acknowledgments

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Motivation in Organisations: Searching for a Meaningful Work-Life Balance extends the current motivation models in business education to include motives of human behaviour that have been neglected for decades. It debunks some of the myths about human motivation (self-interest as the dominant factor, amorality and non-spirituality) and explains why this approach to teaching business is erroneous and leads to wrong and harmful practices in many organisations.

In a very personal and engaging style, the author presents a "map of motivations", based on a humanistic approach to management. This includes the latest findings of Abraham H. Maslow supported by sound philosophical reflections and modern research. He also presents specific ways of putting the framework into practice, sharing stories from students and professionals of how this framework has helped them better understand their own motivations and look at their daily work in a much more meaningful way.

The book is highly relevant to students and researchers in humanistic management, people management, organisational behaviour, business ethics, corporate social responsibility and sustainability. In short, this text will be truly inspiring to anyone who wants to reflect on motivations in organisations and how to achieve a better work-life balance.

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This open access book will give insights into global issues of work and work systems design from a wide range of perspectives. Topics like the impact of AI in the workplace as well as design for digital sovereignty at the workplace or foresight processes for digital work are covered. Practical cases, empirical results and theoretical considerations are not only taken from Germany and Europe, but also from Southeast Asia, South Africa, Middle America, and Australia. The book intends to expand the so far national view on the aspects of digital work (e.g. like in Ernst Hartmann’s immensely successful work “Zukunft der Arbeit in Industrie 4.0”) into an international context – thus showing not only common challenges, but also offering suggestions, best practice examples or thoughts from different global regions.

Table of Contents

Front Matter

• New Digital Work and Digital Sovereignty at the Workplace – An Introduction

• Measuring the Impact of Artificial Intelligence and Robotics on the Workplace

• Digital Work in Smart Production Systems

• Scenario-Based Foresight in the Age of Digital Technologies and AI

• Human-Machine-Interaction in Innovative Work Environment 4.0 – A Human-Centered Approach

• Collaborative Work Enabled by Immersive Environments

• Participation in Work of People with Disabilities by Means of Technical Assistance

• Designing Explainable and Controllable Artificial Intelligence Systems Together: Inclusive Participation Formats for Software-Based Working Routines in Industry

• Digital Work – Transforming the Higher Education Landscape in South Africa

• It’s Coming Home Down Under – The Potential of Digital Work to Overcome Australia’s Challenges in Reshoring Manufacturing

• Digital Work in East Asia

• Artificial Intelligence and Assistance Systems for Technical Vocational Education and Training – Opportunities and Risks

• Designing Digital Work – A Tale of Two Complexities

• Work-Based Learning in the Mexican Automotive Sector

• Capacity Building for Digital Work – A Case from Sino-German Cooperation

• Quantification of Uncertainties in Neural Networks

• A Final Word

Back Matter

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This OpenStax resource aligns to introductory courses in Organizational Behavior. The text presents the theory, concepts, and applications with particular emphasis on the impact that individuals and groups can have on organizational performance and culture. An array of recurring features engages students in entrepreneurial thinking, managing change, using tools/technology, and responsible management. 

Table of Contents:

1. Management and Organizational Behavior

2. Individual and Cultural Differences

3. Perception and Job Attitudes

4. Learning and Reinforcement

5. Diversity in Organizations

6. Perception and Managerial Decision Making

7. Work Motivation for Performance

8. Performance Appraisal and Rewards

9. Group and Intergroup Relations

10. Understanding and Managing Work Teams

11. Communication

12. Leadership

13. Organizational Power and Politics

14. Conflict and Negotiations

15. External and Internal Organizational Environments and Corporate Culture

16. Organizational Structure and Change

17. Human Resource Management

18. Stress and Well Being

19. Entrepreneurship

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What is organizational behavior?  In a nutshell, organizational behavior is the study of how human behavior affects an organization. Organizational behavior aims to learn how an organization operates through the behaviors of its members. Instead of taking a strictly numerical approach to determine an organization’s operations, it takes a more psychological approach. By understanding people, you can better understand an organization.

Organizational behavior is intended to explain behavior and make behavioral predictions based on observations. If you can understand behaviors, you can better understand how an organization works. In addition, organizational behavior studies how an organization can affect behavior. So, if you think about it, behavior affects an organization and an organization affects behavior. Let that sink in for a second—it’s all connected! They each affect the other, creating a never ending loop between the two. Therefore, in order to have a healthy and successful organization, it is extremely important to understand the ins and outs of organizational behavior!

This book was created for the MGMT805 – Organizational Behavior course at Granite State College. This book is licensed under CY BY-SA 4.0.

Table of Contents:

Introduction

Which e-book file to use?

Section 1: Introduction to Organizational Behavior

1.1 Why It Matters: Introduction to Organizational Behavior

1.2 Management Theory and Organizational Behavior

1.3 Organizational Behavior as Its Own Field

1.4 Contemporary Issues

1.5 Putting It Together: Introduction to Organizational Behavior

Section 2: Social Diversity in the Workplace

2.1 Why It Matters: Social Diversity in the Workplace

2.2 Social Progress in the Workplace

2.3 The Complexity of Diversity

2.4 Contemporary Social Diversity

2.5 Putting It Together: Social Diversity in the Workplace

2.6 Complementary Examples

Section 3: Ethics in Business

3.1 Why It Matters: Ethics In Business

3.2 Business Ethics in Organizational Behavior

3.3 Behaving Ethically

3.4 Putting It Together: Ethics in Business

Section 4: Individual Personalities and Behaviors

4.1 Why It Matters: Individual Personalities and Behaviors

4.2 Personality and Behavior in the Workplace

4.3 Workplace Influence on Individuality

4.4 Putting It Together: Individual Personalities and Behaviors

Section 5: Organizational Culture

5.1 Why It Matters: Organizational Culture

5.2 Defining Organizational Culture

5.3 External Factors of Organizational Culture

5.4 Internal Factors of Organizational Culture

5.5 Putting It Together: Organizational Culture

5.6 Complementary Examples

Section 6: Motivation in the Workplace

6.1 Why It Matters: Motivation in the Workplace

6.2 Motivation in Organizational Behavior

6.3 Theories of Motivation

6.4 Motivation in the Workplace

6.5 Putting It Together: Motivation in the Workplace

Section 7: Managing Stress and Emotions

7.1 Why It Matters: Managing Stress and Emotions

7.2 Stress in an Organization

7.3 Workplace Stress Management

7.4 Putting It Together: Managing Stress and Emotions

7.5 Complementary Examples

Section 8: Communication in the Workplace

8.1 Why It Matters: Communication in the Workplace

8.2 Key Components of Communication

8.3 Communicating with Technology

8.4 Other Concerns in Workplace Communication

8.5 Putting It Together: Communication in the Workplace

Section 9: Group Dynamics

9.1 Why It Matters: Group Dynamics

9.2 Group Dynamics

9.3 Putting It Together: Group Dynamics

Section 10: Managing Groups and Teams

10.1 Why It Matters: Managing Groups and Teams

10.2 Group and Team Management

10.3 Theories of Group and Teamwork

10.4 Putting It Together: Managing Groups and Teams

Section 11: Conflict and Negotiation

11.1 Why It Matters: Conflict and Negotiation

11.2 Conflict Management

11.3 Negotiation

11.4 Putting It Together: Conflict and Negotiation

Section 12: Making Decisions

12.1 Why It Matters: Making Decisions

12.2 Making Decisions in Different Organizations

12.3 Data and Managerialism in Decision Making

12.4 Putting It Together: Making Decisions

Section 13: Leadership

13.1 Why It Matters: Leadership

13.2 The History of Leadership Theories

13.3 Leadership Styles and Topics

13.4 Leadership vs Management

13.5 Putting It Together: Leadership

13.6 Complementary Examples

Section 14: Organizational Structure

14.1 Why It Matters: Organizational Structure

14.2 Organizational Structures and Their History

14.3 Choosing an Organizational Structure

14.4 Putting It Together: Organizational Structure

Section 15: Organizational Change

15.1 Why It Matters: Organizational Change

15.2 Change Management

15.3 Success and Failure in Change

15.4 Putting It Together: Organizational Change

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