HALL, Richard H <br/><br/>
Organizations :  structures, processes, and outcomes 

 - 8 ed 
 - New Jersey :  Prentice Hall,  2002 
 - 324 p. 
<br/><br/> Part I - The nature of organizations  Chapter 1 - The outcomes of organizations  Why study organizations  Why do we have organizations?  Organizations and the individual  Categories of individuals  Organizations and the community  Societal outcomes  Multinational organizations  Why study organizations?  Chapter 2 - On the nature and types of organizations  Definitions from the past  Contemporary definitions  Are organizations real?  The voluntary organization  Part II - Organizational Structure  Chapter 3 - Organizational structure: forms and outcoms  Defining organizational structure  Complexity  Variance of complexity elements  Formalization  Formalization and outcomes for individuals  Centralization  Chapter 4 - Organizational structure: explanations  Contextual explanations  Organizational design  Explaining organizational structure  Part III - Organizational Processes  Chapter 5 - Power and power outcomes  The nature of power in organizations  Horizontal power relationships  A perspective on power in organizations  Power in voluntary organizations  Lower participants  The outcomes of power relationships  Conflict in organizations  The social outcomes of power  Chapter 6 - Leadership  What is leadership?  The outcomes of leadership for organizations  Leadership in voluntary organization  Chapter 7 - Decision Making  Strategic decisions  Variables and constraints  Rationality  Power and decision making  The decision-making process  Chapter 8 - Communication  The importance of communication  Individual factors  Organizational factors  Vertical Communication  Horizontal communication  Communication problems  Communication to and from outside the organization  Possible solutions  Chapter 9 - Change  The nature of organizational change  The change process  Innovation in organizations  Chapter 10 - Organizational environments and interorganizational relationships  The Environment and the formation of organizations  Environmental dimensions  Analytical dimensions  The perception of the environment  The impact of the environment on the organization  Interorganizational relationships  A framework for IOR analysis  Interlocking boards of directors  Outcomes of IOR  Part V - Organizational effectiveness and organizational theory  Chapter 11 - Organizational effectiveness  toward a contradiction model of effectiveness  Models of organizational effectiveness  The contradiction model  Chapter 12 - Organizational theory  Population-ecology model  Resource-dependence model  Rational-contingency model  transaction-cost model  institutional model  Combining the perspectives 
<br/><br/><label>Subjects--Topical Terms: </label><br/>Organizações<br/>Mudanca Organizacional<br/>Estrutura da Organizacao<br/> Tomada de Decisão <br/>Comunicacao<br/>Teoria das Organizacoes<br/>Liderança