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Index
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Index
A
Acquisitions, 126, 129, 132-133
Action learning, 116-117
Adhocracies, 33, 89
After-action reviews, 114
Agency theory, 5
Aid to domestic, civilian populations missions, 158, 177
Alliances
among enemies, 28
integrated (See Network organizations)
strategic, 124, 128-131, 134
Antiterrorism missions, 157, 174
Arms control verification missions, 157
Army. See U.S. Army
Army War College, 111, 168
Assumptions within organizations. See Culture of organizations
Automation, 16, 18
B
Baldrige, Malcolm. See Malcolm Baldrige National Quality Award
Battlefield. See Combat
Big-Q approach. See Total quality management (TQM)
Bluff-twist strategy, 181
Bonding, 83
Boundary characteristics. See Interorganizational relations
Business process redesign, 57
C
Center for Creative Leadership, 111, 201
Ceremonies. See Rites of passage
Change within organizations, 7, 36-37, 87-95, 267
constructive, 1-3
defining, 1-93
increased tempo of, 8, 12
motivations for, 63
sustainability of, 61-62, 176
theories of, 23-24
Civil conflicts, 204
Civilians. See Military-civilian divide
Collaboration, 3, 7, 126-128.
See also Interorganizational relations
life-cycle stages in, 137-142
rationale for, 127, 132-134, 149
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Collective enforcement missions. See Enforcement missions, collective
Combat
lessons learned from, 28
missions, 164, 166-168
Commitment, 68, 76-77
Communications
advancing technologies, 13-14
computer-assisted, 16
restricting, 53
Competitiveness, 47
among organizations (See Environment)
within organizations, 15-16
Computers
expertise with, 15
transforming information, 2
Computer simulations, 38n
Configuration theory, 23
Conflict escalation, 171
Conflict management, 3, 268
training for, 172-208
Consensus, 87, 92
Constituencies. See Multiple-constituency approach
Consultants, role of, 25-26, 29-30
Consultation. See Decision making
Contacts with protagonists, 166-168
skills development, 170-172
Context. See Environment
Contingency theory, 20, 23, 40
in Army doctrine, 28, 171
Contractor organizations. See Prime contractor/subcontractor organizations
Control, 77-79, 134-135, 140, 146
within the military, 77-78, 258-265
during negotiations, 188
Cooperation, obstacles to, 135-136
Cost analysis, 28.
See also Productivity issues
Cross-licensing arrangements, 128, 130-131, 133-134
Culture of organizations, 4, 6, 53, 65-96, 119, 139-141, 267
concrete forms, 81-82
congruence of, 92-94
creating, 89-90
culture clashes, 127, 142-143
culture lag, 17
defining, 67-71
and effectiveness, 70-77
examples of, 65-67
managing, 77-95, 144-145
for change, 87, 90-95, 109
tools for, 77-87
market-focused, 89-90
measuring, 72-75
military, 263
and performance, 75-77
quality culture (See Quality)
reinforcing, 94-95, 102-103
subcultures, 82-86
Culture shock, 190-191
Customer satisfaction, 47
D
Data, proprietary, 5
Decentralized organizations, 36
Decision making, 76, 104-105, 148
delegating, 15
effects of technology on, 17
employee participation in, 15, 100-101
primary-party role, 179-183
third-party roles, 183-190
Decision support systems, 16
Declining organizations, 51
Defense Officer Personnel Management Act, 265
Deming Prize (Japanese), 43
Democracy. See Intervention missions in support of democracy
Demographic diversity, 18-19
Deployment strategies, 154.
See also Preventive deployment missions
Desert Shield/Storm, 29
Designing organizations. See Redesigning organizations
Developmental assessment centers, 115-116
Development of organizations, 5
literature on, 24
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Disaster relief missions, 120, 156, 177, 179
Dispersed organizations, 36
Distribution arrangements, 128, 130-131, 133-134
Distributive processes, 174-176.
See also Problem solving
Doctrine-driven design.
See also Redesigning organizations;
U.S. Army, unit design process
advantages of, 31, 32
defining, 27, 31
Downsizing for effectiveness, 48, 51-57
defining, 51-52, 56-57
negative outcomes of, 52-55
Dress codes, 88, 263-264
Drug eradication missions, 157
E
Economics of organizations, 5
Effectiveness of organizations
defining, 45
quality and, 43-48
Election supervision missions, 156, 177
Electronic mail, 16
Enforcement missions, collective, 156, 174, 179
Engagement, principles of, 204
Entrepreneurship, 57
Environment, 122-137
growing competitiveness of, 14
growing complexity of, 7-8, 11-19, 104
growing turbulence of, 2, 14, 148
monitoring, 100
organizational compatibility with, 2, 7, 90-91, 137-139
understanding, 127-128
Ethnic diversity, 18-19
Ethnocentrism, 68
European Quality Award, 43
European Union (EU), 120-121
Evolution and revolution theory, 23-24
Exceptional Family Member Act, 262
Expectations, 80, 106
Expert systems, 16
External conditions. See Environment
F
Feedback, 109-110, 202-203
multirater, 114-115
Firefighting missions, 158
Forms of organizations, 21-22.
See also Interorganizational relations
new, 6, 32-36
Fortune (magazine), 2
Functional matrix organizations. See Matrix organizations
G
Game theory, 5
General Accounting Office. See U.S. General Accounting Office
General Staff College, 168
Globalization, 3, 13, 121, 148
Goals
for change, 59, 93-94, 99-100
(See also Role-clarification) for military missions, 161, 179-180, 183
H
Hawthorne studies, 20
High-reliability organizations, 17-18
High-risk technologies. See Technological change
Horizontally integrated organizations, 35
Human capital development missions, 158
Humanitarian relief missions, 38n, 156, 163
I
Identification with organizations. See Culture of organizations
Ideologies within organizations. See Culture of organizations
Industrial Revolution, 2
Inertia within organizations, 63-64, 74-75, 78, 87-90, 94
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"Informal" organizations, 35
Information economy, shift to, 2, 12
Information technologies.
See also Reengineering for effectiveness
advancing, 14, 58
cost of, 17
In Search of Excellence, 26
Institutional theory, 5, 12
Integrated operations. See Joint ventures
Integrative processes, 176-179.
See also Problem solving
Interdependence.
See also Interorganizational relations
structuring, 184
Internal ventures, 3, 129, 132-134
International Red Cross. See Red Cross
International regimes. See Regime analysis
Interorganizational field analysis, 123
Interorganizational relations, 120-149, 268
boundary characteristics, 136, 145
collaboration, 3-4
governance structures for, 128-137
obstacles to, 135-136
Interpersonal skills, 103-104
Interpreters, managers as, 12
Intervention, evaluating, 8
Intervention missions in support of democracy, 157
Intraorganizational collaboration. See Internal ventures
"Inverted" organizations, 36
Irrational tactics, 182
J
Job rotation, 112-113
Joint ventures, 4, 128, 130-131, 134.
See also Interorganizational relations
Just Cause, 29
Just-in-time practices, 48
K
Kill mission, 256-257
"Krunching," 209n
L
Language skills, foreign, 191
Layoffs, 51-53
Leadership, 28, 77-78, 97-119, 267-268.
See also Training cultural, 86-87
defining, 97-105
enhancing, 105-117
inspirational, 101-102
skills, 103-105, 117-118, 143
studies of, 3-4, 6
"Lean-production" techniques, 48
Learning within organizations, 5
literature on, 24
vicarious, 25
Legitimacy of organizations, 2
Lester B. Pearson Canadian International Peacekeeping Training Center , 167, 209n
Leveraging, 187
Life-cycle theory, 24
Little-q approach. See Total quality management (TQM)
M
Machine bureaucracies, 21
Machine intelligence, 18
Malcolm Baldrige National Quality Award, 43-44, 46
Managers, 3, 24-26.
See also Leadership
changing roles of, 12, 29, 92, 117-118
competing with professionals, 15
decreasing influence of, 12
supporting, 63
Maneuvers, 182, 187
Manipulators, managers as, 12
Mathematical modeling. See Modeling, mathematical
Matrix organizations, 20, 25, 35
McKinsey 7-S framework, 26
Mediation, 173.
See also Negotiation
Mentoring, 113-114
Mergers, 126, 129, 132-133
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Military.
See also Control;
Socialization;
Technological change;
U.S. Army
funding, 28, 257, 260
materiel requirements, 28-29, 257
missions, new and changing, 3-4, 7, 28, 153-209
classifying, 155-164
evaluating effectiveness, 206-208
skills needed, 166-209
objectives, 28
organizational characteristics, 255-265, 268
value clashes within, 127
Military-civilian divide, 191-192
Missions. See Military
Modeling
behavioral role, 107-108
mathematical, 38n
Motivating leaders, 3, 106-107
Multiculturalism. See Culture of organizations;
Ethnic diversity;
Selection
Multidivisional organizations, 22
Multilateral operations, 4
Multinational operations, 120
military, 154
Multiple-constituency approach, 42
Mutual service consortia, 128, 130-133
N
NAFTA. See North American Free Trade Agreement (NAFTA)
National Security Strategy, changes in, 154
"Negotiate to Win" seminar, 176
Negotiation, 139-142, 173-179, 185-186
Networking, 103
Network organizations, 22, 33-34, 129, 132-134
"New world order,"; 154
North American Free Trade Agreement (NAFTA), 120
O
Observation missions, 155-156, 177
Operations other than war (OOTW), 153-209
Operator remoteness, 18
Organizational change. See Change within organizations
Organizational constituencies. See Multiple-constituency approach
Organizational culture. See Culture of organizations
Organizational designs, 21-22.
See also Redesigning organizations
Organizational development. See Development of organizations
Organizational effectiveness. See Effectiveness of organizations
Organizational forms. See Forms of organizations
Organizational inertia. See Inertia within organizations
Organizational network analysis, 124
Organizational networks. See Network organizations
Organizational performance. See Performance of organizations
Organizational set analysis, 123
Organizational tables. See Tables of organization
Organizational teamwork. See Team-based organizations;
Teamwork within organizations
Organizational theory, 8
utility of, 30-31
Outplacement services, 54-55
Overreacting, 197
Ownership. See Control
P
Pacification missions, 156, 163, 174
Participative leadership. See Decision making
Peace-keeping missions, traditional, 38n, 120, 155, 160, 171-172, 198,
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203, 207.
See also Lester B. Pearson Canadian International Peacekeeping Training Center
Perceptions, 192-193
Performance of organizations
analyses, 7, 115
theories of, 92
Persian Gulf War, 17, 38n
Planning. See Goals, for change
Plebe system, 83
Population
changes in, 18-19
ecology, 12
Post-cold war era, 120, 153-155
Postmortems. See After-action reviews
Posturing tactics, 182
Praise. See Recognition
Prescriptive organizational theory. See Organizational theory
Preventive deployment missions, 157, 174
Prime contractor/subcontractor organizations, 22
Problem solving, 99-100
distributive processes, 174-176
integrative processes, 176-179
Productivity issues, 47-48, 52-53
Product life cycle, shortening, 14
Professional bureaucracies, 21
Professionalism, trends in, 14-16
Profit Impact of Market Strategies (PIMS) analysis, 47
Progress, defining, 8
Project-based team structures. See Adhocracies
Project matrix organizations. See Matrix organizations;
Team-based organizations
Protective services missions, 157
Protégé system. See Mentoring
Public health assistance missions, 158
Pulsating organizations, 36
Q
Quality
as a construct, 39-40
culture of, 48-49
defining, 40-43
summum bonum, 40
Quality circles, 48
R
Racial diversity. See Ethnic diversity
Rationalizing processes, 63
R&D. See Research and development (R&D) partnerships
Recognition, 103
Reconfiguring organizations. See Reengineering for effectiveness
Red Cross, 120
Redesigning organizations, 3, 11, 19-32, 37-38, 267
assessment of bases for, 29-32
based on doctrine, 26-29, 31-32
based on experience, 24-26, 29-30, 109-117
Reengineering for effectiveness, 57-62
as a fad, 60
as a form of downsizing, 61
"Reflexive" tactics, 186
Regime analysis, 125
Rehabilitation of infrastructure missions, 158
Reinforcement, 95, 99, 102-103
Reinventing organizations. See Reengineering for effectiveness
Relief operations. See Disaster relief missions
Remote sensing, 18
Renegotiation, 141-142, 144, 146
Research and development (R&D) partnerships, 128, 130-133
Resources
allocating, 102, 121
analysis of, 28
Reviews. See After-action reviews
Risks, increasing, 17-18
Rites of passage, 83-85, 95
Role-clarification, 98-99
Role-playing, 108, 200, 209n
Rules of engagement. See Engagement, principles of
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S
Sanctions enforcement missions, 157-158
Saving face, 184
Scientific knowledge, explosion in, 13-14
Selection, 78-79, 95
Service consortia. See Mutual service consortia
7-S framework. See McKinsey 7-S framework
Shared decision making. See Decision making
Simple organizations, 21
Simulations.
See also Computer simulations
in training programs, 108-109, 196-197
Skunkworks, 36
Social contagion, 102
Socialization, 79-81, 95
within the military, 79
Societal structure, 193-195
Soviet Union, breakup of, 153-154
Special assignments, 111-112
Spread sheets, 16
State/nation building missions, 156, 163
Strategic alliances. See Alliances
Strategic choices, 12, 181-184
Stress, 54
Subcultures. See Culture of organizations
Summum bonum. See Quality
Supraorganizational designs, 22, 34
Symbolic action, 102
T
Tables of organization, 28-29
Team-based organizations, 21, 32-33.
See also Adhocracies
Teamwork within organizations, 63, 80
Technological change, 2, 16-18
higher risks associated with, 17-18
impact on military, 28
Temporary team structures. See Adhocracies
Theory. See Agency theory;
Configuration theory;
Contingency theory;
Evolution and revolution theory;
Game theory;
Institutional theory;
Life-cycle theory;
Organizational theory
Threats, military, 28
Total quality management (TQM), 5-6, 8, 39-51
defining, 49-50
as a fad, 45
Training
cost of, 118
evaluating, 201-208
for leadership, 3, 105-109
for operations other than war, 168-169, 195-205
techniques, 107
technological, 17
Training-effectiveness nexus, 203-205
Transaction cost analysis, 5, 34, 126
Transforming organizations, 8, 63.
See also Leadership
Transnational demands, 3
Transportation technologies, advancing, 14
Trial with memory strategy, 189-190
Trust within organizations, 53, 60, 76
Turbulence in organizations. See Environment
Two-faced organizations, 36
U
Underlying assumptions within organizations. See Culture of organizations
Unit design process. See U.S. Army, unit design process
United Nations (UN)
command, 154-155
Department of Peacekeeping Operations, 172, 209n
mandates, 206
United States Military Academy at West Point, 82-86
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U.S. Army
all-volunteer, 91-92
changing missions of, 153-209
leadership development programs, 111
unit design process, 27-29
U.S. Army Research Institute, 3-4
U.S. Department of Commerce, 43
U.S. General Accounting Office, 45-46
U.S. Institute of Peace, 209n
V
Value network partnerships. See Network organizations
Vertically integrated organizations. See Network organizations
Viability of organizations, 2
Video conferencing, 16
Virtual organizations. See Network organizations
Vision of the future, 59, 63, 102, 104
W
West Point. See United States Military Academy at West Point
Women in the labor force, 18, 91, 114
Representative terms from entire chapter:
enforcement missions
