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Managerial Economics and Organizational Architecture: A Synergistic Relationship
Introduction:
Are you a manager grappling with optimizing resource allocation, navigating competitive landscapes, and fostering innovation within your organization? Understanding the powerful synergy between managerial economics and organizational architecture is crucial for success in today's dynamic business environment. This comprehensive guide delves into this critical intersection, exploring how economic principles inform optimal organizational design and how architectural choices impact economic performance. We'll examine key concepts, practical applications, and the overall implications for strategic decision-making. Get ready to unlock the potential for enhanced efficiency, profitability, and competitive advantage within your organization.
What is Managerial Economics?
Managerial economics applies economic theory and methods to business decision-making. It bridges the gap between theoretical economics and practical business problems. Key aspects include:
Demand Analysis: Understanding consumer behavior, market segmentation, and price elasticity to optimize pricing strategies.
Cost Analysis: Identifying and managing various cost structures (fixed, variable, marginal) to minimize expenses and maximize profits.
Production and Operations Management: Optimizing production processes, inventory management, and resource allocation for efficiency gains.
Market Structure Analysis: Analyzing competitive landscapes (monopoly, oligopoly, perfect competition) to inform strategic choices.
Risk and Uncertainty: Evaluating and mitigating risks associated with investment decisions and market fluctuations.
Applying Managerial Economics Principles: Real-World Examples
Managerial economics isn't just theoretical; it's actively used in everyday business decisions. For example, a company might use demand analysis to determine the optimal price point for a new product, taking into account competitor pricing and consumer sensitivity. Or, a manufacturing firm might employ cost-benefit analysis to decide whether to invest in new technology to improve efficiency. These are just a few examples of how managerial economics drives better outcomes.
Organizational Architecture: The Blueprint for Success
Organizational architecture encompasses the design and structure of an organization, influencing how information flows, decisions are made, and resources are allocated. Key components include:
Decision Rights: Defining who is responsible for making which decisions. Centralized vs. decentralized structures have significant implications.
Information Systems: Establishing the flow of information within the organization to facilitate effective decision-making.
Incentive Mechanisms: Aligning individual and organizational goals through performance-based compensation and reward systems.
Control Systems: Implementing mechanisms to monitor performance, identify deviations, and ensure accountability.
Different Organizational Architectures & Their Economic Implications
Different organizational structures – functional, divisional, matrix, network – each have distinct economic implications. For instance, a functional structure might excel in efficiency for standardized products but struggle with innovation in dynamic markets. A divisional structure, on the other hand, might foster greater responsiveness to market changes but potentially lead to redundancy. Choosing the right architecture is a critical economic decision.
The Interplay of Managerial Economics and Organizational Architecture
The relationship between managerial economics and organizational architecture is deeply intertwined. Effective organizational design must consider the economic principles governing resource allocation, cost minimization, and profit maximization. Here's how they interact:
Incentive Alignment: Organizational architecture must align individual incentives with overall organizational goals, as defined by managerial economics principles (e.g., profit maximization). Poorly designed incentive systems can lead to suboptimal economic performance.
Information Flow: The organizational architecture should facilitate the efficient flow of information necessary for informed economic decision-making. Bottlenecks in information flow can impede optimal resource allocation.
Cost Structure: Organizational design significantly impacts the cost structure. A leaner, more efficient architecture can reduce operational costs, improving profitability.
Adaptability: The chosen architecture should enable the organization to adapt to changing market conditions and economic factors. Rigid structures may hinder a firm's ability to respond effectively to economic fluctuations.
Optimizing the Synergy: A Strategic Approach
Successfully integrating managerial economics and organizational architecture requires a strategic approach. Managers must:
1. Clearly Define Organizational Goals: These goals should be aligned with economic principles and inform the design of the organizational architecture.
2. Analyze the Competitive Landscape: The economic context – market structure, competition, and industry dynamics – should shape the organizational structure.
3. Design Efficient Information Systems: Information should flow seamlessly to enable data-driven decision-making.
4. Implement Effective Incentive Schemes: Incentives should be carefully designed to align individual and organizational goals.
5. Monitor and Adapt: The organizational architecture should be regularly reviewed and adjusted to reflect changes in the economic environment and organizational performance.
Conclusion:
Managerial economics and organizational architecture are not independent entities but rather interwoven elements vital for organizational success. By understanding the principles of both and strategically integrating them, organizations can significantly enhance efficiency, profitability, and competitiveness in the marketplace. A well-designed organizational architecture, informed by sound economic principles, forms the bedrock for sustainable growth and prosperity.
FAQs
1. Can a small business benefit from understanding managerial economics and organizational architecture? Absolutely. Even small businesses can benefit from optimizing resource allocation, pricing strategies, and organizational structure to maximize efficiency and profitability.
2. How can I measure the success of integrating managerial economics and organizational architecture? Key performance indicators (KPIs) like profitability, efficiency ratios, employee satisfaction, and market share can be used to evaluate the effectiveness of the integrated approach.
3. What are the potential downsides of neglecting the synergy between these two areas? Neglecting this synergy can lead to inefficiencies, missed opportunities, reduced profitability, and a lack of adaptability in a changing market.
4. Are there specific software tools that can assist in applying managerial economics principles to organizational design? While no single software directly integrates both, various tools can assist with aspects such as financial modeling (for economic analysis) and organizational charting (for architectural visualization).
5. How often should an organization review and adjust its organizational architecture? The frequency of review should depend on the dynamism of the industry and the organization's strategic goals. Regular reviews (e.g., annually or biannually) are generally recommended to ensure the architecture remains aligned with economic realities and strategic objectives.
| managerial economics and organizational architecture: Managerial Economics and Organizational Architecture James A. Brickley, Clifford W. Smith, Jerold L. Zimmerman, 2004 This approach to managerial economics takes models from recent economic research and applies them to the internal structure of the firm. After teaching basic applied economics, the authors look inside the firm and apply this analysis to management decision making. |
| managerial economics and organizational architecture: Ebook: Managerial Economics and Organizational Architecture Brickley, 2015-05-16 Ebook: Managerial Economics and Organizational Architecture |
| managerial economics and organizational architecture: Managerial Economics and Organizational Architecture James A. Brickley, 1997 |
| managerial economics and organizational architecture: Managerial Economics and Organizational Architecture James A. Brickley, 1997 |
| managerial economics and organizational architecture: Managerial Economics and Organizational Architecture James A. Brickley, 2009 |
| managerial economics and organizational architecture: 管理经济学与组织结构 James A. Brickley, 2001 著者译名:布里克利。 |
| managerial economics and organizational architecture: Managerial Economics & Organizational Architecture James A. Brickley, Clifford Smith, Jerold L. Zimmerman, 2007 With two distinct objectives, this text’s approach to managerial economics takes models from recent economics research and applies the research to the internal structure of a firm. After teaching basic applied economics, the authors look inside the firm and apply this analysis to management decision making. Authors Brickley, Smith, and Zimmerman contend that organizational architecture consists of three aspects of corporate organization: the assignment of decision rights within the company; methods of rewarding individuals; the structure of systems to evaluate the performance of both individuals and business units. These three components can be likened to a stool with three legs. If one of the legs is shorter, the stool is out of balance. These three elements must be in balance in the organization as well. |
| managerial economics and organizational architecture: Managerial Economics and Organizational Architecture James Brickley, 1996-10 With two distinct objectives, this text's approach to managerial economics takes models from recent economics research and applies the research to the internal structure of a firm. After teaching basic applied economics, the authors look inside the firm and apply this analysis to management decision making. Authors Brickley, Smith, and Zimmerman contend that organizational architecture consists of three aspects of corporate organization: the assignment of decision rights within the company; methods of rewarding individuals; the structure of systems to evaluate the performance of both individuals and business units. These three components can be likened to a stool with three legs. If one of the legs is shorter, the stool is out of balance. These three elements must be in balance in the organization as well. |
| managerial economics and organizational architecture: Managerial Economics & Organizational Architecture James Brickley, 2008 Managerial Economics and Organizational Architecture, 5e helps the student to gain an understanding of the basic tools of economics used to solve important business problems. It also provides an in-depth analysis of the firm and corporate governance topics. The Fifth Edition has an improved focus on decision-making and managerial applications, within the structure of an organization. |
| managerial economics and organizational architecture: Instructor's Manual to Accompany Managerial Economics and Organizational Architecture James A. Brickley, Clifford W. Smith, Jerold L. Zimmerman, 2001-11-01 |
| managerial economics and organizational architecture: Organizational Architecture James A. Brickley, Clifford W. Smith, Jerold L. Zimmerman, 1996 |
| managerial economics and organizational architecture: The Architecture of Innovation Joshua Lerner, 2012 In 'The Architecture of Innovation', Josh Lerner explores what lies behind successful innovation, and what managers and companies can learn from successful and unsuccessful cases. He combines both analysis of in-house innovation in corporate research labs with finance-based venture capital investment in innovation. |
| managerial economics and organizational architecture: Managerial Economics & Organizational Architecture Jerold Zimmerman, James Brickley, Clifford W. Smith, Jr., 2015-01-27 Managerial Economics and Organizational Architecture, 6e helps the student to gain an understanding of the basic tools of economics used to solve important business problems. It also provides an in-depth analysis of the firm and corporate governance topics. The Sixth Edition continues with a focus on decision-making and managerial applications within the structure of an organization. Managerial Economics and Organizational Architecture is thoroughly integrated with the adaptive digital tools available in McGraw-Hill’s LearnSmart Advantage Suite, proven to increase student engagement and success in the course. Connect is the only integrated learning system that empowers students by continuously adapting to deliver precisely what they need, when they need it, and how they need it, so that your class time is more engaging and effective. |
| managerial economics and organizational architecture: The Handbook of Organizational Economics Robert Gibbons, John Roberts, 2013 (E-book available via MyiLibrary) In even the most market-oriented economies, most economic transactions occur not in markets but inside managed organizations, particularly business firms. Organizational economics seeks to understand the nature and workings of such organizations and their impact on economic performance. The Handbook of Organizational Economics surveys the major theories, evidence, and methods used in the field. It displays the breadth of topics in organizational economics, including the roles of individuals and groups in organizations, organizational structures and processes, the boundaries of the firm, contracts between and within firms, and more. |
| managerial economics and organizational architecture: Loose Leaf Managerial Economics & Organizational Architecture James Brickley, Clifford W. Smith, Jr., Jerold Zimmerman, 2015-02-02 Managerial Economics and Organizational Architecture, 6e helps the student to gain an understanding of the basic tools of economics used to solve important business problems. It also provides an in-depth analysis of the firm and corporate governance topics. The Sixth Edition continues with a focus on decision-making and managerial applications within the structure of an organization. Managerial Economics and Organizational Architecture is thoroughly integrated with the adaptive digital tools available in McGraw-Hill’s LearnSmart Advantage Suite, proven to increase student engagement and success in the course. Connect is the only integrated learning system that empowers students by continuously adapting to deliver precisely what they need, when they need it, and how they need it, so that your class time is more engaging and effective. |
| managerial economics and organizational architecture: Managerial Economics James R. McGuigan, R. Charles Moyer, Frederick H. deB. Harris, 2005 With its emphasis on real world, manager-oriented applications, this text shows students how managers apply theories and techniques to analyse and solve real-world business problems. |
| managerial economics and organizational architecture: The Modern Firm John Roberts, 2007-09-06 Business firms around the world are experimenting with new organizational designs, changing their formal architectures, their routines and processes, and their corporate cultures as they seek to improve their current performance and their growth prospects. In the process they are changing the scope of their business operations, redrawing their organization charts, redefining the allocation of decision-making authority and responsibility, revamping the mechanisms for motivating and rewarding people, reconsidering which activities to conduct in-house and which to out-source, redesigning their information systems, and seeking to alter the shared beliefs, values and norms that their people hold. In this book, John Roberts argues that there are predictable, necessary relationships among these changes that will improve performance and growth. The organizations that are successful will establish patterns of fit among the elements of their organizational designs, their competitive strategies and the external environment in which they operate and will go about this in a holistic manner. The Modern Firm develops powerful conceptual frameworks for analyzing the interrelations between organizational design features, competitive strategy and the business environment. Written in a non-technical language, the book is nevertheless based on rigorous modeling and draws on numerous examples from eighteenth century fur trading companies to such modern firms such as BP and Nokia. Finally the book explores why these developments are happening now, pointing to the increase in global competition and changes in technology. Written by one of the world's leading economists and experts on business strategy and organization, The Modern Firm provides new insights into the changes going on in business today and will be of interest to academics, students and managers alike. |
| managerial economics and organizational architecture: Managerial Economics Donald N. Stengel, 2011-06-30 Economic principles inform good business decision making. Although economics is sometimes dismissed as a discourse of practical relevance to only a relatively small circle of academicians and policy analysts who call themselves economists, sound economic reasoning benefits any manager of a business, whether they are involved with production/operations, marketing, finance, or corporate strategy. Along with enhancing decision making, the field of economics provides a common language and framework for comprehending and communicating phenomena that occur within a business, as well as between a business and its environment. This text addresses the core of a subject commonly called managerial economics, which is the application of microeconomics to business decisions. Key relationships between price, quantity, cost, revenue, and profit for an individual firm are presented in form of simple conceptual models. The text includes key elements from the economics of consumer demand and the economics of production. The book discusses economic motivations for expanding a business and contributions from economics for improved organization of large firms. Market price quantity equilibrium, competitive behavior, and the role of market structure on market equilibrium and competition are addressed. Finally, the text considers market regulation in terms of the generic problems that create the need for regulation and possible remedies for those problems. Although the academic literature of managerial economics often employs abstract mathematics and large corporations create and use sophisticated mathematical models that apply economics, this book focuses on concepts, terminology, and principles, with minimal use of mathematics. The reader will gain a better understanding of why businesses and markets function as they do and how those institutions can function better. |
| managerial economics and organizational architecture: Organizational Architecture David A. Nadler, Marc S. Gerstein, Robert B. Shaw, 1992-05-26 Emerging techniques for answering the challenges senior managers face today: improving organizational quality, inspiring team performance, and creating powerful long-range strategy. The book presents a proven model for understanding organizations and demonstrates how it can be used to effect positive change in organizational systems. Designing and implementing an organization that is effective for a particular business is one of the most significant and highly leveraged responsibilities of senior executives. Organizational Architecture is unique in fully exploring the various structural options available in meeting this responsibility, while at the same time giving invaluable information on the implementation process itself.—Roger G. Ackerman, president, Corning, Inc. |
| managerial economics and organizational architecture: Managerial Economics M. J. Alhabeeb, L. J. Moffitt, 2012-11-05 Uncertainty is present in every managerial decision, and Managerial Economics: A Mathematical Approach effectively demonstrates the application of higher-level statistical tools to inform and clarify the logic of problem solving in a managerial environment. While illuminating managerial decision-making from all possible angles, this book equips readers with the tools and skills needed to recognize and address uncertainty. The book also explores individual, firm, and market-level decisions; discusses all possible risks and uncertainties encountered in the decision-making process; and prepares readers to deal with both epistemic and aleatory uncertainty in managerial decisions. Managerial Economics features: • An emphasis on practical application through real-life examples and problems • An accessible writing style that presents technical theories in a user-friendly way • A mathematical and statistical point of view that reveals the presence of uncertainty inherent in managerial decisions • Thoroughly class-tested material including problems at the end of each chapter, case study questions, review exercises, and objectives that summarize the main discussions Managerial Economics is an excellent book for upper-undergraduate and graduate-level courses in business and economics departments. The book is also an ideal reference and resource for managers, decision makers, market analysts, and researchers who require information about the theoretical and quantitative aspects of the topic. |
| managerial economics and organizational architecture: The Oxford Handbook of Managerial Economics Christopher R. Thomas, William F. Shughart II, 2013-07-18 The Oxford Handbook of Managerial Economics, the first of its kind, comprises 25 chapters contributed by leading scholars in the field who summarize the state of the art in managerial economics and point the way toward future areas of study for students, researchers and practitioners in all business-related disciplines. |
| managerial economics and organizational architecture: Organizational Strategy, Structure, and Process Raymond E. Miles, Charles C. Snow, 2003-03-26 Books and articles come and go, endlessly. But a few do stick, and this book is such a one. Organizational Strategy, Structure, and Process broke fresh ground in the understanding of strategy at a time when thinking about strategy was still in its early days, and it has not been displaced since. —David J. Hickson, Emeritus Professor of International Management & Organization, University of Bradford School of Management Originally published in 1978, Organizational Strategy, Structure, and Process became an instant classic, as it bridged the formerly separate fields of strategic management and organizational behavior. In this Stanford Business Classics reissue, noted strategy scholar Donald Hambrick provides a new introduction that describes the book's contribution to the field of organization studies. Miles and Snow also contribute new introductory material to update the book's central concepts and themes. Organizational Strategy, Structure, and Process focuses on how organizations adapt to their environments. The book introduced a theoretical framework composed of a dynamic adaptive cycle and an empirically based strategy typology showing four different types of adaptation. This framework helped to define subsequent research by other scholars on important topics such as configurational analysis, organizational fit, strategic human resource management, and multi-firm network organizations. |
| managerial economics and organizational architecture: Managing as Designing , 2004-07-28 The premise of this book is that managers should act not only as decision makers, but also as designers. In a series of essays from a multitude of disciplines, the authors develop a theory of the design attitude in contrast to the more traditionally accepted and practiced decision attitude. |
| managerial economics and organizational architecture: Organization and Management Problem Solving James T. Ziegenfuss, 2002 Based on a broad range of case studies, Organization and Management Problem Solving is an insightful text designed to improve the application of organization theory and systems thinking in teaching and practice. This book illustrates the five key themes in the nature of organization and managementa'technical, structural, psychosocial, managerial, and culturala'through the analysis of measured incidents tested by students. A clear theoretical framework supports the case studies, allowing the text to have practical relevance to contemporary settings and to be recognized as a model for describing, analyzing, and responding to organization and management problems. The model integrates the thinking of many writers on organization and problem solving including Ackoff, Blake, and Mouton; Schein, Kast, and Rosenweign; and Mitroff and Lippitt. The approach eliminates causal conditions and emphasizes responsive problem solving. Theory is applied and expanded as needed to a broader social context, engaging the reader in a thorough understanding of the nature and development of organization theory and problem solving. This book is relevant to consultants, academics, and professional managers in a number of settings (academic, military, business organizations, and research institutes) and disciplines (including development and change, management, human resources, social psychology, communication, sociology, and psychology). |
| managerial economics and organizational architecture: Managerial Economics Thomas J. Webster, 2014-12-24 Each year, thousands of businesses file for bankruptcy protection because managers fail to efficiently organize the company’s operations, misread market trends, pay inadequate attention to product quality, or misinterpret the activities and intentions of rival companies. Perhaps they fail to formulate optimal advertising or financing strategies, procure raw materials and components at least cost, or provide adequate incentives to motivate workers to put forth their best efforts. Managerial economics is the application of economic principles to topics of concern to managers. This textbook develops a framework for predicting managerial responses to changes in the business environment. It combines the various business disciplines with quantitative methods to identify optimal solutions to more efficiently achieve a firm’s organizational objectives. The topics discussed in this textbook are readily accessible to students with a background in the principles of microeconomics and business mathematics. The selection and organizations of topics makes the textbook appropriate for use in a wide range of curricula by students with different backgrounds. |
| managerial economics and organizational architecture: Management: A Very Short Introduction John Hendry, 2013-10-24 In this Very Short Introduction, John Hendry provides a lively introduction to the nature and principles of management. Tracing its development over the past century, Hendry looks not only at the jobs managers do today and their place in the culture of work, but also provides an insight into modern management theory. |
| managerial economics and organizational architecture: Introduction to Business Lawrence J. Gitman, Carl McDaniel, Amit Shah, Monique Reece, Linda Koffel, Bethann Talsma, James C. Hyatt, 2024-09-16 Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond. This is an adaptation of Introduction to Business by OpenStax. You can access the textbook as pdf for free at openstax.org. Minor editorial changes were made to ensure a better ebook reading experience. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution 4.0 International License. |
| managerial economics and organizational architecture: The Accountable Leader Brian Dive, 2008 Management consultant Dive explores the relationship between leadership, accountability, and organizational structure. He argues that the majority of leadership-related problems arise not from ineffective individuals but from organizational structures that lack accountable jobs. |
| managerial economics and organizational architecture: Adaptive Security Management Architecture James S. Tiller, 2010-11-17 This volume enables security professionals to structure the best security program designed to meet the complex needs of an entire organization, taking into account the organization's business goals as well as the surrounding controls, processes, and units already in existence. The book explains how an organization can develop an adaptive security program closely aligned to business needs, making it an enabling force that helps the organization achieve its goals and objectives. It presents the end product of a successful security management system and examines the finer points of how it can be accomplished. |
| managerial economics and organizational architecture: Management and Economics of Communication M. Bjørn Rimscha, 2020-06-08 This handbook combines the perspectives of communication studies, economics and management, and psychology in order to provide a comprehensive economic view on personal and mass communication. It is divided into six parts that comprise: 1. an overarching introduction that defines the field and provides a brief overview of its history (1 chapter) 2. the most commonly used theoretic frameworks for the analysis of communication economics and management (4 chapters) 3. the peculiarities of the quantitative and qualitative methods and data used in the field (3 chapters) 4. key issues of the field such as the economics of language, labor in creative industries, media concentration, branding etc. (10 chapters) 5. descriptions of the development, trends and peculiarities of the field in different parts of the world, written by scholars from the respective region (10 chapters) 6. reflections on future directions for the field, both from a managerial and from an economics perspective (1 chapter). The authors of the individual chapters represent different academic disciplines, research traditions, and geographic backgrounds. The reader will thus gain multifaceted insights into the management and economics of communication. |
| managerial economics and organizational architecture: International Encyclopedia of Organization Studies Stewart Clegg, James R. Bailey, 2008 Describing the field, spanning individual, organisation societal and cultural perspectives in a cross-disciplinary manner, this is the premier reference tool for students lecturers, academics and practitioners to gather knowledge about a range of important topics from the perspective of organisation studies. |
| managerial economics and organizational architecture: The Theory of the Firm Daniel F. Spulber, 2009-04-13 The Theory of the Firm presents an innovative general analysis of the economics of the firm. |
| managerial economics and organizational architecture: The Architecture of Markets Neil Fligstein, 2018-06-05 Market societies have created more wealth, and more opportunities for more people, than any other system of social organization in history. Yet we still have a rudimentary understanding of how markets themselves are social constructions that require extensive institutional support. This groundbreaking work seeks to fill this gap, to make sense of modern capitalism by developing a sociological theory of market institutions. Addressing the unruly dynamism that capitalism brings with it, leading sociologist Neil Fligstein argues that the basic drift of any one market and its actors, even allowing for competition, is toward stabilization. The Architecture of Markets represents a major and timely step beyond recent, largely empirical studies that oppose the neoclassical model of perfect competition but provide sparse theory toward a coherent economic sociology. Fligstein offers this theory. With it he interprets not just globalization and the information economy, but developments more specific to American capitalism in the past two decades--among them, the 1980s merger movement. He makes new inroads into the ''theory of fields,'' which links the formation of markets and firms to the problems of stability. His political-cultural approach explains why governments remain crucial to markets and why so many national variations of capitalism endure. States help make stable markets possible by, for example, establishing the rule of law and adjudicating the class struggle. State-building and market-building go hand in hand. Fligstein shows that market actors depend mightily upon governments and the members of society for the social conditions that produce wealth. He demonstrates that systems favoring more social justice and redistribution can yield stable markets and economic growth as readily as less egalitarian systems. This book will surely join the classics on capitalism. Economists, sociologists, policymakers, and all those interested in what makes markets function as they do will read it for many years to come. |
| managerial economics and organizational architecture: The Structuring of Organizations Henry Mintzberg, 2009 Synthesizes the empirical literature on organizationalstructuring to answer the question of how organizations structure themselves --how they resolve needed coordination and division of labor. Organizationalstructuring is defined as the sum total of the ways in which an organizationdivides and coordinates its labor into distinct tasks. Further analysis of theresearch literature is neededin order to builda conceptualframework that will fill in the significant gap left by not connecting adescription of structure to its context: how an organization actuallyfunctions. The results of the synthesis are five basic configurations (the SimpleStructure, the Machine Bureaucracy, the Professional Bureaucracy, theDivisionalized Form, and the Adhocracy) that serve as the fundamental elementsof structure in an organization. Five basic parts of the contemporaryorganization (the operating core, the strategic apex, the middle line, thetechnostructure, and the support staff), and five theories of how it functions(i.e., as a system characterized by formal authority, regulated flows, informalcommunication, work constellations, and ad hoc decision processes) aretheorized. Organizations function in complex and varying ways, due to differing flows -including flows of authority, work material, information, and decisionprocesses. These flows depend on the age, size, and environment of theorganization; additionally, technology plays a key role because of itsimportance in structuring the operating core. Finally, design parameters aredescribed - based on the above five basic parts and five theories - that areused as a means of coordination and division of labor in designingorganizational structures, in order to establish stable patterns of behavior.(CJC). |
| managerial economics and organizational architecture: The Oxford Handbook of Organizational Decision Making Gerard P. Hodgkinson, William H. Starbuck, 2008 The Oxford Handbook of Decision-Making comprehensively surveys theory and research on organizational decision-making, broadly conceived. Emphasizing psychological perspectives, while encompassing the insights of economics, political science, and sociology, it provides coverage at theindividual, group, organizational, and inter-organizational levels of analysis. In-depth case studies illustrate the practical implications of the work surveyed.Each chapter is authored by one or more leading scholars, thus ensuring that this Handbook is an authoritative reference work for academics, researchers, advanced students, and reflective practitioners concerned with decision-making in the areas of Management, Psychology, and HRM.Contributors: Eric Abrahamson, Julia Balogun, Michael L Barnett, Philippe Baumard, Nicole Bourque, Laure Cabantous, Prithviraj Chattopadhyay, Kevin Daniels, Jerker Denrell, Vinit M Desai, Giovanni Dosi, Roger L M Dunbar, Stephen M Fiore, Mark A Fuller, Michael Shayne Gary, Elizabeth George,Jean-Pascal Gond, Paul Goodwin, Terri L Griffith, Mark P Healey, Gerard P Hodgkinson, Gerry Johnson, Michael E Johnson-Cramer, Alfred Kieser, Ann Langley, Eleanor T Lewis, Dan Lovallo, Rebecca Lyons, Peter M Madsen, A. John Maule, John M Mezias, Nigel Nicholson, Gregory B Northcraft, David Oliver,Annie Pye, Karlene H Roberts, Jacques Rojot, Michael A Rosen, Isabelle Royer, Eugene Sadler-Smith, Eduardo Salas, Kristyn A Scott, Zur Shapira, Carolyne Smart, Gerald F Smith, Emma Soane, Paul R Sparrow, William H Starbuck, Matt Statler, Kathleen M Sutcliffe, Michal Tamuz , Teri JaneUrsacki-Bryant, Ilan Vertinsky, Benedicte Vidaillet, Jane Webster, Karl E Weick, Benjamin Wellstein, George Wright, Kuo Frank Yu, and David Zweig. |
| managerial economics and organizational architecture: The Theory of the Business (Harvard Business Review Classics) Peter F. Drucker, 2017-04-18 Peter F. Drucker argues that what underlies the current malaise of so many large and successful organizations worldwide is that their theory of the business no longer works. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the right things are being done—but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that shape any organization's behavior, dictate its decisions about what to do and what not to do, and define what an organization considers meaningful results. These assumptions are what Drucker calls a company's theory of the business. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come. |
| managerial economics and organizational architecture: Managerial Economics and Strategy Jeffrey M. Perloff, James A. Brander, 2014 Intended primarily for Managerial Economics courses, this text also provides practical content to current and aspiring industry professionals. Economics is a powerful tool that can help managers to manage effectively. In Managerial Economics Jeffrey Perloff and James Brander use real-world issues and examples from actual markets to show future managers how economic principles can be used in business decisions. In text examples and boxed mini-cases use actual data to illustrate how to use basic models. For example, to illustrate rivalry in oligopolistic markets, the authors look at rivalry between United and American Airlines and between Coke and Pepsi. Mini-case examples include why American Apparel is vertically integrated and why upscale manufacturers limit the number of designer hand-bags a customer is allowed to buy. To help future managers learn to solve new problems, Perloff and Brander repeatedly demonstrate problem-solving through in-text Q&As. Each Q&A poses an important managerial or economic issue and demonstrates how to solve it using a step-by-step approach. Note: You are purchasing a standalone product; MyEconLab does not come packaged with this content. If you would like to purchase both the physical text and MyEconLab search for ISBN-10: 0133457087/ ISBN-13: 9780133457087. That package includes: ISBN-10: 0321566440 / ISBN-13: 9780321566447 Managerial Economics ISBN-10: 013314612X / ISBN-13: 9780133146127 MyEconLab -- NEW MyEconLab with Pearson eText -- Standalone Access Card -- for Managerial Economics MyEconLab is not a self-paced technology and should only be purchased when required by an instructor. |
| managerial economics and organizational architecture: Public Management as a Design-Oriented Professional Discipline Michael Barzelay, 2019 While public management has become widely spoken of, its identity and character is not well-defined. Such disparity is an underlying problem in developing public management within academia, and in the eyes of practitioners. In this book, Michael Barzelay tackles the challenge of making public management into a true professional discipline. Barzelay argues that public management needs to integrate contrasting conceptions of professional practice. By pressing forward an expansive idea of design in public management, Barzelay formulates a fresh vision of public management in practice and outlines its implications for research, curriculum development and disciplinary identity. |
| managerial economics and organizational architecture: The SAGE Handbook of Sport Management Russell Hoye, Milena M. Parent, 2016-11-15 The SAGE Handbook of Sport Management draws together the best current research on the major topics relevant to the field of sports management, including leadership, gender, diversity, development, policy, tourism, and media. Edited by two of the most respected figures in the field, the handbook includes contributions from leading sport management academics from Australia, Canada, New Zealand, USA, the UK and Europe. |
| managerial economics and organizational architecture: Management Fundamentals Steven Cohen, William B. Eimicke, 2020-06-23 Skillful management is essential to the functioning of any organization. But what are the fundamental elements of a manager’s work? What tools and techniques can managers employ to achieve their goals? At a time when organizations must work across sectors, between farther physical distances, and while interweaving sustainability and equity, what do managers need to know about the changing nature of work and leadership? This book is a succinct handbook of the essentials of management for current and future practitioners. Leadership experts Steven Cohen and William Eimicke concisely explain management best practices, aiming to equip managers with the tools of the trade and prepare them to tackle decision making. They detail three core areas of practice: operations, opportunities, and organization and society, underscoring how ethical and strategic guidance and behaviors are essential to sustainable success. The book delves into the leadership role of managers, financial management skills, performance management essentials, organizational structure and human resources management, strategic planning, sustainability, contract management, private-public partnerships, public engagement and advertisement, organizational ethics, and the future of technology for management professionals. Designed for new managers as a roadmap and for experienced managers as a reference, this book offers an indispensable guide to the fundamental components of management across public, private, and social-sector organizations. |
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