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Ebook Organization theory and design (9th edition): Part 2

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(BQ) Part 2 book "Organization theory and design" has contents: Manufacturing and service technologies, information technology and control, innovation and change, organizational culture and ethical values, decision making processes, conflict, power and politics,.and other contents. | PART 4 Internal Design Elements 7. Manufacturing and Service Technologies 8. Information Technology and Control 9. Organization Size, Life Cycle, and Decline 7 Manufacturing and Service Technologies Core Organization Manufacturing Technology Manufacturing Firms • Strategy, Technology, and Performance Contemporary Applications Flexible Manufacturing Systems • Lean Manufacturing • Performance and Structural Implications Core Organization Service Technology Service Firms • Designing the Service Organization Non-Core Departmental Technology Variety • Analyzability • Framework Department Design Workflow Interdependence among Departments Types • Structural Priority • Structural Implications Impact of Technology on Job Design Job Design • Sociotechnical Systems Summary and Interpretation A Look Inside American Axle & Manufacturing (AAM) Richard Dauch always wanted to run his own manufacturing company. After more than 28 years in the auto industry, working first as an assembly-line worker and then moving into management at companies such as General Motors, Volkswagen of America, and the Chrysler Corporation, he finally got his chance. General Motors was restructuring and offered five of its axle and drivetrain plants in Detroit, Three Rivers, Michigan, and Buffalo, New York, up for sale. Dauch, with two passive investors, raised more than $300 million and established American Axle & Manufacturing (AAM). Two pressing challenges AAM faced immediately were that the plants were old, neglected, and distressed and the workforce was dispirited and fearful for their future. Dauch’s first priority was to work with his people and build a team culture with a commitment to standards of excellence in all that they did. Other top priorities included establishing bulletproof quality and product performance, impeccable delivery, economic discipline, and solid financial performance. To meet these goals, Dauch knew he needed to upgrade product, process, and systems technology in .