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Richard L. Daft Vanderbilt University
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About the Author
Richard L. Daft, Ph.D., is the Brownlee O. Currey, Jr, Professor of Management and Principal Senior Lecturer
in the Owen Graduate School of Management at Vanderbilt University. Professor Daft specializes in the study
of organization theory and leadership. Professor Daft is a Fellow of the Academy of Management and has
served on the editorial boards of Academy of Management Journal, Administrative Science Quarterly, and
Journal of Management Education. He was the Associate Editor-in-Chief of Organization Science and served
for three years as Associate Editor of Administrative Science Quarterly.
Professor Daft has authored or co-authored 14 books, including The Executive and the Elephant: A
Leader’s Guide to Building Inner Excellence (Jossey-Bass, 2010), Building Management Skills: An Action-
First Approach (Cengage/South-Western, 2014), Management (Cengage/South-Western, 2018), The
Leadership Experience (Cengage/South-Western, 2018), and What to Study: Generating and Developing
Research Questions (Sage, 1982). He also published Fusion Leadership: Unlocking the Subtle Forces That
Change People and Organizations (Berrett-Koehler, 2000) with Robert Lengel. He has authored dozens of
scholarly articles, papers, and chapters. His work has been published in Administrative Science Quarterly,
Academy of Management Journal, Academy of Management Review, Organizational Dynamics, Strategic
Management Journal, Journal of Management, Accounting Organizations and Society, Management Science,
MIS Quarterly, California Management Review, and Organizational Behavior Teaching Review. Professor
Daft has been awarded several government research grants to pursue studies of organization design,
organizational innovation and change, strategy implementation, and organizational information processing.
Professor Daft is also an active teacher and consultant. He has taught management, leadership, organiza-
tional change, organization theory, and organizational behavior. He has been involved in management devel-
opment and consulting for many companies and government organizations, including the National Academy
of Science, Oak Ridge National Laboratory, American Banking Association, AutoZone, Aegis Technology,
Bridgestone, Bell Canada, Allstate Insurance, the National Transportation Research Board, the Tennessee
Valley Authority (TVA), State Farm Insurance, Tenneco, the U.S. Air Force, the U.S. Army, Eli Lilly, Central
Parking System, Entergy Sales and Service, Bristol-Myers Squibb, First American National Bank, and the
Vanderbilt University Medical Center.
iii
Brief Contents
PART 1 Introduction to Organizations 001

1. Organizations and Organization Design 002
PART 2 Organization Purpose and Structural Design 047

2. Strategy, Organization Design, and Effectiveness 048
3. Fundamentals of Organization Structure 092
PART 3 Open System Design Elements 145

4. The External Environment 146
5. Interorganizational Relationships 184
6. Designing Organizations for the International Environment 222
7. Designs for Societal Impact: Dual-Purpose Organizations, Corporate Sustainability,
and Ethics 270
PART 4 Internal Design Elements 313

8. Designs for Manufacturing and Service Technologies 314
9. Designs for Digital Organizations and Big Data Analytics 360
10. Organization Size, Life Cycle, and Decline 402
PART 5 Managing Dynamic Processes 441

11. Organizational Culture and Control 442
12. Innovation and Change 478
13. Decision-Making Processes 526
14. Conflict, Power, and Politics 576
Integrative Cases 621

1.0 Disorganization at Semco: Human Resource Practices as a Strategic Advantage 623
2.0 Walmart’s Failures in Entering Three Developed Markets 633
3.0 IKEA: Scandinavian Style 639
4.0 Engro Chemical Pakistan Limited—Restructuring
the Marketing Division 644
5.0 The New York Times Versus Amazon 656
6.0 Lean Initiatives and Growth at Orlando Metering Company 661
7.0 SCG Lampang: Overcoming Community Resistance to a Sustainability Project (A) 670
8.0 Costco: Join the Club 675
9.0 The Donor Services Department 679
10.0 Cisco Systems: Evolution of Structure 683
11.0 ToolTopia.com 689
12.0 Sometimes a Simple Change Isn’t So Simple 693
Glossary 698
Name Index 709
Corporate Name Index 719 v
Subject Index 723
Contents
Prefacexv
PART 1 Introduction to Organizations 001

Chapter 1: Organizations and IN PRACTICE: Shizugawa Elementary School Evacuation
Center and BP Transocean Deepwater Horizon Oil Rig 020
Organization Design 002
Contingency Factors, 020
A Look Inside General Electric 003
IN PRACTICE: Valve Software 023
The Jack Welch Era 1981–2001, 003 • The
Jeff Immelt Era 2001–2017, 005 • Events Performance and Effectiveness
Since 2017, 006 Outcomes, 023
Organization Design in Action 007 The Evolution of Organization Design 025
Topics, 007 • Purpose of This Chapter, 008 • Historical Perspectives, 025
Current Challenges, 009 HOW DO YOU FIT THE DESIGN? Evolution of Style 027
BOOKMARK 1.0: The Vanishing American It All Depends: Key Contingencies, 028
Corporation: Navigating the Hazards of a New
The Contrast of Organic and Mechanistic Designs 029
Economy010
The Emerging Bossless Design Trend 032
IN PRACTICE: Foot Locker 013
IN PRACTICE: Morning Star 033
What Is an Organization? 014
Framework for the Book 034
Definition, 014 • From Multinationals
to Nonprofits, 014 • Importance of Levels of Analysis, 034 • Plan of the Book, 035
Organizations, 016 • Plan of Each Chapter, 035
IN PRACTICE : Zara SA 017 Chapter 1 Workshop: Measuring Dimensions of
Dimensions of Organization Design 018 Organizations038
Structural Dimensions, 018 Case for Analysis: Craft Originalities, Inc. 039
PART 2 Organization Purpose and Structural Design 047

Chapter 2: Strategy, Organization Design, BOOKMARK 2.0: Blue Ocean Shift: Beyond
Competing; Proven Steps to Inspire Confidence and
and Effectiveness 048 Seize New Growth 057
Purpose of This Chapter, 050
Operating Goals, 058 • Goal Conflict, 060 •
The Role of Strategic Direction in Organization The Importance of Goals, 060
Design050 IN PRACTICE: Wells Fargo 061
IN PRACTICE: The Kroger Company 051
Two Frameworks for Selecting Strategy and Design 063
Organizational Purpose 054
Porter’s Competitive Strategies, 063
Strategic Intent, 055
vii
viii Contents
HOW DO YOU FIT THE DESIGN? Your Strategy/ HOW DO YOU FIT THE DESIGN? The Pleasure/Pain of
Performance Strength 065 Working on a Team 106
IN PRACTICE: Allegiant Air 066 Relational Coordination, 106
Miles and Snow’s Strategy Typology, 067 • IN PRACTICE: Southwest Airlines 107
How Strategies Affect Organization Organization Design Alternatives 108
Design, 068 • Other Contingency Factors
Required Work Activities, 109 • Reporting
Affecting Organization Design, 069
Relationships, 109 • Departmental Grouping
Assessing Organizational Effectiveness 071 Options, 109
Definition of Organizational Effectiveness, 071 Functional, Divisional, and Geographic Designs 111
• Who Decides?, 072 • Goal Approach, 073
Functional Structure, 111 • Functional
• Resource-Based Approach, 075 • Internal
Structure with Horizontal Linkages, 112 •
Process Approach, 076
Divisional Structure, 113
IN PRACTICE: BNSF Railway 077
IN PRACTICE: Google and Alphabet 114
Strategic Constituents Approach, 077
Geographic Structure, 116
An Integrated Effectiveness Model 079
Matrix Structure 118
IN PRACTICE: Samsung Group 082
Conditions for the Matrix, 119 • Strengths
Chapter 2 Workshop: Identify Your Goal Preferences 084 and Weaknesses, 120
Case for Analysis: The Addlington Gallery of Art 084
IN PRACTICE: Englander Steel 121
Case for Analysis: Millier Machine Parts & Services 086 Virtual Network Structure and Outsourcing 123
Chapter 3: Fundamentals of Organization How the Structure Works, 123 • Strengths

and Weaknesses, 124
Structure92
Holacracy Team Structure 126
IN PRACTICE: Zappos 128
Organization Structure 094
Characteristics, 128 • Strengths and
Information-Sharing Perspective Weaknesses, 128
on Structure 097
Applications of Structural Design 130
Centralized Versus Decentralized, 097
Mix and Match, 131 • Structural Alignment,
BOOKMARK 3.0: The Future of Management 098
131 • Symptoms of Structural Deficiency, 132
IN PRACTICE: Toyota 099
Chapter 3 Workbook: You and Organization Structure 134
Vertical Information Sharing, 099
Horizontal Information Sharing and Case for Analysis: Holtzclaw Supermarkets, Inc. 134
Collaboration, 100 Case for Analysis: Aquarius Advertising Agency 137
IN PRACTICE: AT&T WarnerMedia 102
PART 3 Open System Design Elements 145

Chapter 4: The External Environment 146 Framework, 156
Purpose of This Chapter, 147 BOOKMARK 4.0: Confronting Reality: Doing What
Matters to Get Things Right 156
The Organization’s Environment 148
Adapting to Complexity and Dynamism 158
Task Environment, 148 • General
Environment, 150 • International Adding Positions and Departments, 159 •
Environment, 151 Building Relationships, 159
IN PRACTICE: Uber and Didi Chuxing 152 IN PRACTICE: Seton Hall University and
Dickinson College 160
The Changing Environment 153
Differentiation and Integration, 162 •
Complexity, 154 • Dynamism, 154
Organic Versus Mechanistic Management
IN PRACTICE: Gap Inc. 154 Processes, 163
Contentsix
HOW DO YOU FIT THE DESIGN? Mind and Environment, 164 Chapter 5 Workshop: The Shamatosi 212
Planning, Forecasting, and Case for Analysis: Technomagia and AUD 214
Responsiveness, 165
Case for Analysis: Bradford Chemicals Company 215
Framework for Adapting to Complexity
and Dynamism 166
Chapter 6: Designing Organizations for
Dependence on Financial Resources 167
the International Environment 222
Influencing Financial Resources 168
Establishing Formal Relationships, 168
Entering the Global Arena 224
IN PRACTICE: Publicis and Omnicom 169
Motivations for Global Expansion, 225
Influencing Key Sectors, 171
BOOKMARK 6.0: The World Is Flat: A Brief History
IN PRACTICE: Amazon and Walmart 171 of the Twenty-First Century 225
Organization–Environment Integrative Framework 174 IN PRACTICE: Amway 227
Chapter 4 Workshop: Organizations You Rely On 176 Managing the Stages of International
Development, 229
Case for Analysis: CPI Corporation 176
HOW DO YOU FIT THE DESIGN? What Is Your Cultural
Case for Analysis: Farrington Medical Devices 177 Intelligence?231
Global Expansion Through International
Chapter 5: Interorganizational Alliances and Acquisitions, 232
Relationships184 IN PRACTICE: Walmart and Flipkart 233
Purpose of This Chapter, 186 The Challenges of Global Design 234
Organizational Ecosystems 186 Increased Complexity and Differentiation,
Is Competition Dead?, 187 235 • Increased Need for Coordination,
IN PRACTICE: Apple and Samsung 189 236 • Transfer of Knowledge and Reverse
Innovation, 237
The Changing Role of Management, 189
• Interorganizational Framework, 191 Designing Structure to Fit Global Strategy 239
Resource Dependence 192 Strategies for Global Versus Local
Opportunities, 239
Types of Resource-Dependence Relationships,
IN PRACTICE: General Electric 242
192 • Power Implications, 194
IN PRACTICE: JPMorgan Chase and Amazon 195 International Division, 243 • Global Product
Division Structure, 243 • Global Geographic
Collaborative Networks 195 Division Structure, 245
HOW DO YOU FIT THE DESIGN? Personal Networking 196
IN PRACTICE: Colgate-Palmolive Company 246
Why Collaboration?, 197 Global Matrix Structure, 247
IN PRACTICE: Accelerating Medicines Partnership 198
IN PRACTICE: ABB Group 248
From Adversaries to Partners, 198 Additional Global Coordination Mechanisms 250
BOOKMARK 5.0: Managing Strategic Relationships:
Global Teams, 250
The Key to Business Success 200
IN PRACTICE: L’Oréal 251
Population Ecology 201
Headquarters Planning, 252 • Expanded
IN PRACTICE: Blockbuster 202
Coordination Roles, 252 • Benefits of
What Hinders Adaptation?, 202 Coordination, 253
IN PRACTICE: LVMH Moët Hennessy Louis Vuitton 202 The Transnational Model of Organization 254
Organizational Form and Niche, 203 •
Process of Ecological Change, 204 • Strategies Chapter 6 Workshop: Made in the U.S.A.? 259
for Survival, 205 Case for Analysis: Halogen Analytics 260
Institutionalism207
Case for Analysis: Rhinebeck Industrial 261
The Institutional View and Organization
Design, 207 • Institutional Similarity, 208
x Contents
Chapter 7: Designs for Societal Impact: The Consequences for Doing Good 290
Dual-Purpose Organizations, Corporate esigning a Structure for Executing a Sustainability
D
Sustainability, and Ethics 270 Program291
Purpose of This Chapter, 272 A Separate Department or Include Everyone?,
292 • Involve External Stakeholders, 293 •
Designing the Dual-Purpose Organization 272
Set Goals, Measure, and Reward, 294
Facing the Challenge, 274 • Designs for
HOW DO YOU FIT THE DESIGN? How Sustainable
Achieving Dual Commercial and Social
are You? 296
Welfare Goals, 276
Designs to Uphold Ethical Values 297
IN PRACTICE: Grameen Veolia Water 278
Sources of Individual Ethical Principles,
Corporate Social Responsibility 281
297 • Organizational Ethics, 298 • Formal
The Green Movement, 282 • The Triple Structure and Systems, 299
Bottom Line, 283
IN PRACTICE: Google 302
IN PRACTICE: Gravity Payments 284
Corporate Ethics in a Global Environment 303
Conscious Capitalism, 285
Chapter 7 Workshop: What is Your Level of Ethical
BOOKMARK 7.0: Conscious Capitalism: Liberating the
Heroic Spirit of Business 285 Maturity?305
Serving Organizational Stakeholders, 286 • Case for Analysis: Solo: Helping a Million People
Serving the Bottom of the Pyramid, 288 See Again 305
IN PRACTICE: Godrej & Boyce 289 Case for Analysis: Fiedler, Philips & Wilson Design 307
PART 4 Internal Design Elements 313

Chapter 8: Designs for Manufacturing and IN PRACTICE: Memorial Sloan-Kettering Cancer Center 341
Service Technologies 314 Workflow Interdependence Among Departments 343
Purpose of This Chapter, 317 Types, 343
Core Manufacturing Technology 318 IN PRACTICE: Southwest Airlines 346
Manufacturing Firms, 318 • Strategy, Structural Priority, 347 • Structural
Technology, and Performance, 320 • The Implications, 347
Smart Factory, 321 • Mass Customization, 323 IN PRACTICE: Athletic Teams 348
• Performance and Structural Implications, 324
Chapter 8 Workshop: Small Business Workflow Technology 350
Surviving Extremely Complex Technologies 326
Case for Analysis: Acetate Department 351
Extreme Technology Complexity, 326
IN PRACTICE: Carnival Cruise Lines 327 Case for Analysis: Digitalization in the Manufacturing
BOOKMARK 8.0: Meltdown: Why Our Systems Fail and Sector: Skills in Transition 354
What We Can Do About It 327
High Reliability Organizing, 328
Chapter 9: Designs for Digital
Organizations and Big Data Analytics 360
Core Service Technology 331
Service Firms, 331
The Digital Information Explosion 362
HOW DO YOU FIT THE DESIGN?: Manufacturing
Versus Service 333 Pipes versus Platforms: A New Organization Form 365
IN PRACTICE: Panera Bread Company 335 Two Types, 367 • Foundational Assumptions, 367
Designing the Service Organization, 335 IN PRACTICE: Uber 369
IN PRACTICE: Home Depot Inc. 336 Platform Design Recommendations, 370
Noncore Departmental Technology 337 Big Data Analytics 372
Variety, 338 • Analyzability, 338 • IN PRACTICE: Siemens Gamesa 373
Framework, 338 • Department Design, 340 Big Data Requirements, 373
Contentsxi
BOOKMARK 9.0: Astroball: The New Way to Win It All 376 Organizational Life Cycle 410
Big Data and Organization Structure, 376 Stages of Life-Cycle Development, 410
IN PRACTICE: Morgan Stanley 378 IN PRACTICE: Airbnb 413
Artificial Intelligence 380 Organizational Characteristics During the
Is AI an Objective Decision Maker?, 381 • Life Cycle, 414
Is Nudge Management Going to Be Your Organizational Size, Bureaucracy, and Control 415
Coach?, 383 • Algorithmic Control May Be What Is Bureaucracy?, 415
Your New Boss, 383 • AI Implications for
IN PRACTICE: United Parcel Service (UPS) 417
Organization Design, 385
HOW DO YOU FIT THE DESIGN? How Will You Handle Size and Structural Control, 418
Decentralization and Autonomy? 386 Bureaucracy in a Changing World 420
Other Digital Applications in Organizations 387 BOOKMARK 10.0: The Conversational Firm:
Rethinking Bureaucracy in the Age of Social Media 420
Social Network Analysis, 387
IN PRACTICE: Exploration and Production Division 387 Organizing Temporary Systems, 421
IN PRACTICE: Salvation Army 422
Knowledge Management, 389
IN PRACTICE: BAE Systems 390 Other Approaches to Busting Bureaucracy,
423
Digital Impact on Organization Design 392
Bureaucracy and Other Forms of Control 424
Chapter 9 Workshop: Manufacturing and Big Data: Bureaucratic Control, 425
Organize the Project 394
IN PRACTICE: East Resources Inc. and Royal Dutch
Case for Analysis: Hermitage Escalator Company 395 Shell PLC 426
Market Control, 427 • Clan Control, 427
Chapter 10: Organization Size, Life Cycle, IN PRACTICE: Valve Corporation and FAVI 428
and Decline 402 Organizational Decline 429
Definition and Causes, 430
Organization Size: Is Bigger Better? 404 IN PRACTICE: Eastman Kodak 431
Pressures for Growth, 404 • Dilemmas of A Model of Decline Stages, 431
Large Size, 405
HOW DO YOU FIT THE DESIGN? What Size Chapter 10 Workshop: Classroom Control 434
Organization For You? 407 Case for Analysis: Yahoo!: “Get to Work!” 434
IN PRACTICE: Dell Inc. 409
Case for Analysis: Bachmeyer Foods, Inc. 435
PART 5 Managing Dynamic Processes 441

Chapter 11: Organizational Culture Culture Strength and Organizational Subcultures 456
and Control 442 IN PRACTICE: Pitney Bowes Credit Corporation 457
Purpose of This Chapter, 444 BOOKMARK 11.0: Rule Makers, Rule Breakers: How
Tight and Loose Cultures Wire Our World 458
Organizational Culture 444
Culture and Performance 459
What Is Culture?, 445 • Emergence and
Purpose of Culture, 446 The Cultural Focus of Control Systems 461
IN PRACTICE: Google 446 The Changing Philosophy of Control, 461 •
Interpreting/Shaping Culture, 447 Feedback Control Model, 463 • Organization
Level: The Balanced Scorecard, 465 •
Culture and Organization Design 451 Department Level: Behavior Versus Outcome
The Adaptability Culture, 453 • The Control, 468
Achievement Culture, 453
Chapter 11 Workshop: Balanced Scorecard Exercise 471
IN PRACTICE: Huawei 453
The Clan Culture, 454 • The Bureaucratic Case for Analysis: Midwest Controls, Inc. 472
Culture, 454 Case for Analysis: NASCAR 473
HOW DO YOU FIT THE DESIGN? Corporate Culture
Preference455
xii Contents
Chapter 12: Innovation and Change 478 IN PRACTICE: Veracruz Consulting 534
Purpose of This Chapter, 480 Bounded Rationality Perspective, 535
The Strategic Role of Innovation 480 HOW DO YOU FIT THE DESIGN? Making Important
Decisions537
Innovate or Be Disrupted, 480
BOOKMARK 13.0: Blink: The Power of Thinking
IN PRACTICE: Netflix 481 Without Thinking 539
Strategic Types of Innovation, 482 Cognitive Biases 540
Elements for Successful Change 484 Specific Biases That May Influence Decision
Technology Innovation 487 Making, 542 • Overcoming Cognitive Biases,
HOW DO YOU FIT THE DESIGN? Are You Innovative? 488 543
The Ambidextrous Approach, 488 • The Organizational Decision Making 545
Bottom-Up Approach, 489 • Techniques for Management Science Approach, 545 •
Encouraging Technology Change, 490 Carnegie Model, 547
BOOKMARK 12.0: Creativity, Inc.: Overcoming the IN PRACTICE: The New York Times 548
Unseen Forces That Stand in the Way of True Inspiration 492
Incremental Decision Model, 550
New Products and Services 494
IN PRACTICE: The Los Angeles Rams 550
IN PRACTICE: Elkay Manufacturing 494
Organizational Decisions and Change 554
New Product Success Rate, 495 • Reasons
Combining the Incremental and Carnegie
for New Product Success, 496 • Horizontal
Models, 554 • Garbage Can Model, 555
Coordination Model, 497
IN PRACTICE: Volkswagen 558
IN PRACTICE: Corning, Inc. 498
Contingency Decision-Making Framework 560
Open Innovation and Crowdsourcing, 499 •
The Need for Speed, 500 Problem Consensus, 560 • Technical
Knowledge about Solutions, 561 •
Strategy and Structure Change 501
Contingency Framework, 561
The Dual-Core Approach, 502 •
Special Decision Circumstances 564
Organization Design for Implementing New
Management Processes, 502 High-Velocity Environments, 564 • Decision
Mistakes and Learning, 565
IN PRACTICE: GlaxoSmithKline 504
Culture Change 504 Chapter 13 Workshop: Style of Decision Making 568
Forces for Culture Change, 505 Case for Analysis: Government DTS 568
IN PRACTICE: Taco Bell 506
Case for Analysis: Dubois French Eatery 570
Culture Change Interventions, 507
IN PRACTICE: UnitedHealth Group 508 Chapter 14: Conflict, Power, and Politics 576
Tactics for Implementing Change 509 Purpose of This Chapter, 578
Leadership for Change, 509 • Techniques Interdepartmental Conflict in Organizations 578
for Implementation, 510 • Techniques for Sources of Conflict, 580
Overcoming Resistance, 511
IN PRACTICE: National Rifle Association (NRA) 582
Chapter 12 Workshop: Innovation Climate 514 Rational Versus Political Model, 582 • Tactics
Case for Analysis: Fabulous Footwear 515 for Enhancing Collaboration, 584
IN PRACTICE: The Freaky Friday Management Technique 586
Case for Analysis: Lamprey, Inc. 519
Power and Organizations 588
Chapter 13: Decision-Making Processes 526 Individual Versus Organizational Power, 588
• Power Versus Authority, 589 • Vertical Sources
of Power, 590
Types of Decisions 528
IN PRACTICE: Jay Bower, Crossbow Group 593
IN PRACTICE: Twitter 529
The Power of Empowerment, 594 •
Individual Decision Making 531 Horizontal Sources of Power, 594
Rational Approach, 531
Contentsxiii
IN PRACTICE: International Alliance of Theatrical Stage Tactics for Increasing Power, 605 • Political
Employees597 Tactics for Using Power, 606
Political Processes in Organizations 600 IN PRACTICE: The Vatican 607
Definition, 601 • When to Use Political BOOKMARK 14.0: Influence: Science and Practice 608
Activity, 602 IN PRACTICE: World Bank 609
IN PRACTICE: Nissan and Renault 602
Chapter 14 Workshop: How Do You Handle Conflict? 611
Using Soft Power and Politics 603
HOW DO YOU FIT THE DESIGN? Political Skills 604 Case for Analysis: East Tennessee News 613
Case for Analysis: The Burlington Plant 614
Integrative Cases 621

1.0 Disorganization at Semco: Human Resource 6.0 Lean Initiatives and Growth at Orlando Metering
Practices as a Strategic Advantage 623 Company 661
2.0 Walmart’s Failures in Entering Three Developed 7.0 SCG Lampang: Overcoming Community Resistance to
Markets 633 a Sustainability Project (A) 670
3.0 IKEA: Scandinavian Style 639 8.0 Costco: Join the Club 675
4.0 Engro Chemical Pakistan Limited—Restructuring 9.0 The Donor Services Department 679
the Marketing Division 644 10.0 Cisco Systems: Evolution of Structure 683
5.0 The New York Times Versus Amazon 656 11.0 ToolTopia.com 689
12.0 Sometimes a Simple Change Isn’t So Simple 693
Glossary698 Corporate Name Index 719

Name Index 709 Subject Index 723
Preface
My vision for the Thirteenth Edition of Organization Theory and Design is to

integrate current organization design problems with significant ideas and theories in
a way that is engaging and enjoyable for students. The biggest changes in the world
of organizations are the emergence of large digital, platform-based organizations
and the increasing focus in corporate America on the issues of social welfare and
sustainability. A new chapter in this edition gives students the chance to learn about
the design of dual-purpose organizations that combine profit-seeking and social
welfare goals to provide self-sustaining social benefits to society. In addition, the
chapter covering information technology has been completely revised to look at
the exciting development of new platform-based digital organizations, including
companies such as Uber, Airbnb, Facebook, and YouTube, and the increasing
digitalization of traditional organizations. An important change to the Thirteenth
Edition is a “Remember This” section at the end of each major section in a chapter
that reviews the key ideas and concepts covered in that section. Other significant
elements of this edition include “Managing by Design Questions” and “How Do
You Fit the Design?” boxes, along with updates to every chapter that incorporate
the most recent ideas, new case examples, new book reviews, and new end-of-book
integrative cases. The research and theories in the field of organization studies
are rich and insightful and will help students and managers understand their
organizational world and solve real-life problems. My mission is to combine the
concepts and models from organization theory with changing events in the real
world to provide the most up-to-date view of organization design available.
Distinguishing Features of the Thirteenth Edition

Many students in a typical organization theory course do not have extensive work
experience, especially at the middle and upper levels, where organization theory is
most applicable. Moreover, word from the field is that many students today often do
not read lengthy chapter opening examples or boxed examples, preferring instead
to focus on chapter content. To engage students in the world of organizations,
the Thirteenth Edition uses “Managing by Design Questions” at the start of each
chapter. These questions immediately engage students in thinking and expressing
their beliefs and opinions about organization design concepts. Another in-chapter
feature, “How Do You Fit the Design?” engages students in how their personal style
and approach will fit into an organization. Other experiential activities that engage
students in applying chapter concepts include new “BookMarks,” new “In Practice”
examples, new end-of-chapter cases, and new integrative cases for student analysis.
The total set of features substantially expands and improves the book’s content
and accessibility. These multiple pedagogical devices are used to enhance student
involvement in text materials.
xv
xvi Preface
New Chapters. Two chapters in the Thirteenth Edition contain virtually all new
material. Chapter 7 introduces students to the design of a new organizational form
called a dual-purpose or hybrid organization that combines profit-seeking and
social welfare goals to provide self-sustaining social benefits to society. Chapter 7
also discusses the design issues associated with an increasing corporate focus on
corporate social responsibility and sustainability. In addition, Chapter 9 (Chapter 8
in the previous edition) has been completely revised to explain the emerging
platform-based organization form, including companies such as Facebook, You-
Tube, Uber, and Airbnb, and the increasing digitalization of traditional industrial
organizations, such as GE and Siemens.
How Do You Fit the Design? The “How Do You Fit the Design?” feature pres-
ents a short questionnaire in each chapter about the student’s own style and pref-
erences, to quickly provide feedback about how they fit particular organizations
or situations. For example, questionnaire topics include “What Is Your Cultural
Intelligence?” “Your Strategy Strength,” “How Sustainable Are You?” “Are You
Ready to Fill an International Role?” “How Will You Handle Decentralization and
Autonomy?” “Corporate Culture Preference,” “Making Important Decisions,” and
“Personal Networking.” These short feedback questionnaires connect the student’s
personal preferences to chapter material to heighten interest and show the relevance
of chapter concepts.
Managing by Design Questions. Each chapter opens with three short opinion
questions that engage students in clarifying their thoughts about upcoming material
and concepts. These questions are based on the idea that when students express
their opinions first, they are more open to and interested in receiving material that
is relevant to the questions. Example questions, which ask students to agree or
disagree, include:
A certain amount of conflict is good for an organization.
The best measures of business performance are financial.
Artificial intelligence is objective and bias-free compared to human decision
making in organizations.
Platform-based organizations are a new form of organization, but the funda-
mental assumptions are the same as for a traditional industrial organization.
A CEO’s top priority is to make sure the organization is designed correctly.
Managers should use the most objective, rational process possible when making
a decision.
As a follow-up to the three “Managing by Design” questions, each chapter contains
three “Assess Your Answer” inserts that allow students to compare their original
opinions with the “correct” or most appropriate answers based on chapter con-
cepts. Students learn whether their mental models and beliefs about organizations
align with the world of organizations.
Opening Examples. Following the Managing by Design questions, each chapter’s

text begins with a brief, interesting example, often involving a problem or a sticky
situation, that gets students thinking about how the chapter topics apply in the
real world of organizations. Chapter 1 begins with a longer opening case about
GE’s successes and difficulties and the relevance of each chapter’s content to GE’s
Prefacexvii
issues. Nine of the 14 chapters are introduced by new real-life examples, including
Waymo’s self-driving cars, the U.S. Marine Corps Rifle Squads, Patagonia, and the
Coca-Cola Company.
BookMarks. “BookMarks” are short book reviews that reflect current issues
of concern for managers working in real-life organizations. These reviews, which
represent a unique feature of this text, describe the varied ways companies are
dealing with the challenges of today’s changing environment. New “BookMarks”
in the Thirteenth Edition include The Vanishing American Corporation: Navigating
the Hazards of a New Economy, Meltdown: Why Our Systems Fail and What We
Can Do About It, The Conversational Firm: Rethinking Bureaucracy in the Age
of Social Media, Astroball: The New Way to Win It All, Blue Ocean Shift: Beyond
Competing, and Rule Makers, Rule Breakers: How Tight and Loose Cultures Wire
Our World.
In Practice. This edition contains many new “In Practice” examples that illustrate
theoretical concepts in organizational settings. Many examples are international,
and all are based on real organizations. There are 38 new “In Practice” cases used
within chapters, including Uber and Didi Chuxing, Grameen Veolia Water, Warner
Media, LVMH Moët Hennessy Louis Vuitton, the Los Angeles Rams, Google
and Alphabet, Netflix, Panera Bread Company, Inditex S.A.’s Zara, BAE Systems,
Twitter, Volkswagen, Siemens Gamesa, Wells Fargo, Morgan Stanley, Huawei, and
the National Rifle Association. “In Practice” examples that have been retained from
the previous edition with substantial updating include Amazon Versus Walmart,
Carnival Cruise Lines, Omnicom and Publicis, Taco Bell, Allegiant Air, and Apple
and Samsung.
Manager’s Briefcase. Located in the chapter margins, this feature tells students
how to use concepts to analyze cases and manage organizations.
Text Exhibits. Frequent exhibits are used to help students visualize organiza-
tional relationships, and the artwork has been designed to clearly communicate
chapter concepts.
Remember This. At the end of each major section of a chapter is a “Remember

This” bullet-point summary of the key ideas and concepts discussed in that section.
The “Remember This” feature gives students a convenient way to review the essen-
tial points covered in each major section of the chapter.
Case for Analysis. These cases are tailored to chapter concepts and provide a
vehicle for student analysis and discussion. New cases for analysis include “Solo
Eyewear,” “Craft Originalities Inc.,” “Hermitage Escalator Company,” “Fiedler,
Philips & Wilson Design,” and “Digitalization in the Manufacturing Sector: Skills
in Transition.”
Integrative Cases. The integrative cases at the end of the text have been
expanded and positioned to encourage student discussion and involvement. The
new cases include The New York Times Versus Amazon, Lampang: Overcoming
Community Resistance to a Sustainability Project, Walmart’s Failures in Entering
xviii Preface
Three Developed Markets, and ToolTopia.com. Previous cases that have been
substantially revised and updated include Cisco Systems: Evolution of Structure,
Costco: Join the Club, and IKEA: Scandinavian Style.
New Concepts
The Thirteenth Edition contains an exceptional amount of new content. A new
chapter looks at dual-purpose organizations that combine profit-seeking and social
welfare goals, outlining designs for managing mission drift and the inherent goal
conflict in these companies. This chapter also includes a significant consideration
of designs for corporate sustainability and corporate social responsibility, including
CSR, ESG, the triple bottom line, conscious capitalism, and the bottom of the pyra-
mid concept. The chapter dealing with information technology has been completely
revised to include new platform-based digital organization designs, the impact of
artificial intelligence on organization design and management systems, and the
trend toward digitalization of all organizations.
Other concepts that have been added or expanded in the Thirteenth Edition include
the Internet of Things and its impact on big data analytics, a new form of control over
employees called algorithmic control, the use of nudge management for influencing
employees, the trend toward bossless organization designs and a new design called
the holacracy team structure, new material on overly complex technologies and high
reliability organizations, cultural intelligence, reverse innovation, the trend toward
glocalization, decision fallacies and cognitive biases, designing a high-performance
culture, SWOT analysis, scenario planning, and hard versus soft power.
Chapter Organization
Each chapter is highly focused and is organized into a logical framework. Many
organization theory textbooks treat material in sequential fashion, such as “Here’s
View A, Here’s View B, Here’s View C,” and so on. Organization Theory and Design
shows how they apply in organizations. Moreover, each chapter sticks to the essen-
tial point. Students are not introduced to extraneous material or confusing meth-
odological squabbles that occur among organizational researchers. The body of
research in most areas points to a major trend, which is reported here. Several chap-
ters develop a framework that organizes major ideas into an overall scheme.
This book has been extensively tested on students. Feedback from students and
faculty members has been used in the revision. The combination of organization
theory concepts, book reviews, examples of leading organizations, self-insight
questionnaires, case illustrations, experiential exercises, and other teaching devices
is designed to meet student learning needs, and students have responded favorably.
Supplements
Instructor Companion Website. Access important teaching resources on the
companion website. For your convenience, you can download electronic versions of
the instructor supplements at the password-protected section of the site, including
the Instructor’s Manual, Test Bank, and PowerPoint presentations.
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"Of course; I saw him just before we ran," said Challis. "Let us turn back
and look for him."
But though they spent some time in searching the cliff above and below,
they found no trace of Tibu. He was never seen again. It could only be
surmised that, like the Englishmen, he had fled towards the edge of the cliff,
but, less lucky than they, had fallen into the water directly beneath the
elephants, and been crushed to death.
Only a few of the elephants had plunged into the lake. The majority had
skirted it and disappeared into the woodland beyond.
CHAPTER XIII
A NARROW SHAVE
"John, send a man to fetch Kulana," said Royce. "It is time we were off."
Before the Hausa dispatched by John had gone out of sight, he met
Kulana hurrying back from the northward post to which he had been sent to
watch the progress of the enemy.
Kulana reported that a small party of Tubus had caught sight of him as
they emerged from a clump of trees some distance away. They had pursued
him and almost run him down when the rush of stampeding elephants caused
them to wheel their horses and flee for their lives. He himself only escaped
being trampled to death by taking shelter behind a large tree, where he had
remained until the storm swept by.
Learning from John that the course taken by the elephants was almost the
direction of the fort, Royce had an idea.
"Why not follow in the track of the elephants?" he said to Challis. "They
will clear the Tubus off our line of march, at least for a time, and if we
march rapidly we may get through before they have rallied."
"We can try, but I doubt it," replied Challis. "The elephants are going at
such a thundering speed that they are miles away by this time, and the Tubus
won't have any reason to be afraid of them. Still, there's nothing else to be
done, and we had better start at once."
In a few minutes the baggage was loaded on to the released prisoners, and
the party set off, John leading the way with Royce and half the Hausas, the
carriers following, and Challis with the rest of the armed men bringing up
the rear.
There was no difficulty in following the track of the elephants. It was as

though a tornado had swept over the country. A path several yards wide had
been cut through the scrub and the thin forest. Tall grass and shrubs had been
crushed flat, saplings broken off like matchwood. Only large trees had
survived the rush, and the ground was strewn with the lower branches of
these.
Royce went a good distance ahead of the carriers. They marched as

quickly as possible, but, laden as they were, their pace did not exceed the
rate of two and a half miles an hour. If the fort, as Royce believed, were still
about five miles away, he could not but confess to himself that Challis's
doubt was justified. He repressed his anxiety and impatience, keeping as
careful a lookout as the nature of the country permitted.
When they had followed the track for a little more than a mile, John
caught sight of an object in the distance that caused him to halt. At first he
was unable to determine what the object was, but when Royce persuaded
him to advance a few paces he declared excitedly that it was a fallen horse.
Royce ordered his men to extend and scout carefully forward. Coming
presently to the horse he saw that it was dead, and beyond it, hitherto hidden
from sight, lay a dead negro, his body terribly crushed.
What had happened was clear. The hapless rider had been caught by the
elephants, and overthrown before he could extricate himself from the
undergrowth. With a shudder Royce passed on.
Some little distance farther on John halted again.
"What is it now?" asked Royce, whom the slow progress was making
more and more uneasy.
"No go fort way, sah," replied the man. "Fort dat way, elephants go dis."
He pointed first straight ahead through the forest, then to the right, the
direction in which the elephants had rushed. It was clear from the marks of
devastation that the beasts had not yet checked their furious pace. Royce
wondered what had caused a panic which was so persistent.
"We had better go after the elephants," he said after a few moments'
consideration. "It is out of our way, you say, but it will be at any rate clear of
Tubus."
Accordingly they struck off to the right. The forest here was somewhat
denser, and though the small trees and undergrowth had been pretty well
levelled by the elephants' ponderous bodies, the tangle made marching very
difficult. Royce halted several times in order that he might not altogether
lose touch with the carriers behind.
After another half-hour's tramp the course of the elephants took another
turn to the right.
"We simply daren't follow it any longer," said Royce, mopping his wet
brow. "It will take us much too far out of our way. In fact, I daresay you have
lost your way already."
John did not repeat his little joke. His downcast expression indicated
plainly enough that he was now at fault. He glanced up at the sun through
the over-arching trees, and at last hesitatingly suggested a direction in which
they might proceed.
"Unless you have been quite wrong all along, we can't be very far from
the fort now," said Royce. "But as we couldn't see it for the trees we might
go right past it without knowing. Perhaps the country opens out, however, so
let us try it."
Leaving the track they plunged through the forest, dodging the thorns and
forcing their way through the entanglements of undergrowth and creepers. It
was very hot work, and Royce felt as tired as if he had marched twenty miles
on end.
After a quarter of an hours' toilsome progress they came suddenly to the

edge of the forest; and there, almost straight ahead, less than a mile away,
they saw the fort, a brown, sunlit patch on the hillock.
"Savvy all same, sah," cried John in delight.
"Yes, you are either very clever or very lucky," said Royce. "I hope our
troubles are now over for a time. We must wait here, just within the forest
line, until the others come up."
He leant against a tree, looking out over the space of rolling country
between him and his goal. It was open save for scrub; there was no sign of
man or beast.
But he had waited only a few minutes when two negro horsemen came
out from behind a distant clump of trees, crossed the open space, and
disappeared to the westward.
Royce's anxiety returned with doubled force. It was almost certain that
these Tubus had been lurking on the watch in the neighbourhood of the fort.
They might indeed have been sent ahead by Goruba to ascertain whether the
fort was yet occupied. In all probability a larger party of their people was not
far away.
It seemed hours before the carriers came up. Challis was close behind
them with his party.
"Thank goodness!" exclaimed Royce. "There's the fort, as you see. But
we must let the men rest awhile, and then make a dash for it."
"Why not go straight on?"
"I saw two Tubus cross yonder. If we're to get there safely we must put on
our best speed; we can't go at this terrible dawdle—less than two miles an
hour lately."
"I am sure we had better go on. If the men drop their loads they will
become noisy, and the Tubus may hear them. Let's take the bull by the horns,
old man."
"Very well, then. We must keep close together; it would be fatal to get
scattered. But we'll go in the same order. John, tell the carriers they must
move quickly and silently. Now, are you ready?"
He led the way from the forest into the scrub, the rest of the party
forming a compact column behind him. Keeping an eye fixed on the clump
behind which the Tubus had disappeared, he made straight for the fort.
As yard after yard of the ground was covered, he became more and more
hopeful of gaining the shelter of the walls unmolested. But when the party
was within less than half a mile of their goal there were shouts in the
distance. Immediately afterwards, from the forest on the left, a cloud of
horsemen dashed out and galloped straight towards them. At the same time a
smaller party, farther ahead, rode diagonally across the open ground to cut
them off.
It was a critical moment. There was just time, Royce thought, to reach the
small belt of woodland below the hillock. Calling on the carriers to hurry, he
placed the Hausas to guard their flank.
"Tell the men to go straight up to the fort," he said to John, adding to

Challis: "We must try to keep the enemy off until the men are safe."
Spurred on by fear, the carriers quickened their pace. The Tubus, uttering
fierce yells, dashed on, firing their guns aimlessly. Tense with anxiety, Royce
measured with his eye the distances between his party, the woodland, and the
horsemen, and it was with a gasp of relief that he gained the trees while the
Tubus were still a hundred yards away.
The two bands of horsemen closed in, and rode towards the woodland. At
the edge of the belt Royce had drawn up his little party of riflemen. They
fired two volleys in quick succession at the charging crowd. Remembering
what they had suffered in the previous attacks, the Tubus, seeing several of
their numbers fall, checked their horses and withdrew a short distance.
"Goruba isn't with them," said Royce.
But at that moment the tall negro came galloping from the rear, and,
brandishing a huge scimitar, began to harangue his hesitating men.
"Come!" said Royce quietly.
Without waiting to see the inevitable result of Goruba's furious words, he

withdrew his men quickly through the wood, splashed through the little
stream that bathed the foot of the hillock, and climbed up to the fort. The
carriers had already disappeared within the walls.
"Only by the skin of our teeth!" panted Challis, as he stumbled into the
entrance.
"And this is only the beginning of things!" returned Royce. "What is to

follow?"
CHAPTER XIV
AT BAY
Tired out by their long march on insufficient food, the men were in no
condition to withstand a determined attack; and Royce felt that all was lost if
Goruba pushed on at once at the head of his men.
But apparently Goruba had no such intention. He led his men, indeed,
almost to the base of the hillock; but then, discovering that the retiring party
had entered the fort, he swung round to the left, rode along the bank of the
stream, and disappeared among the trees a quarter of a mile away.
"That gives us a breathing space," said Royce. "It won't last long. If
Goruba was savage at finding me alone here, he will be still more enraged
now. Besides, he can't afford to own himself beaten. If the natives in the
district were to learn that the dreaded Tubus are not invincible, his prestige
would be gone. You may be sure that he is determined to destroy us."
"This place is half in ruins," said Challis, who had thrown himself down,
and looked pale and worn. "If he came on in earnest, we should be wiped
out. He must have three or four hundred men with him."
"It's clear that he has learnt respect for our rifles. And he needn't hurry.
All he has to do is to invest us, and in a short time he can starve us out. Our
food won't last more than about ten or twelve days, however economical we
are. I see John is getting a meal ready. When the men have had a feed and a
rest, we had better set some of them to strengthen our defences."
"It's very lucky that we have got our camp equipment."
"Yes; I only wish we had a few more spades. We must build up an

earthwork where the walls are broken down, and with only three spades it
will take a long time."
"And the Tubus can snipe the men as they work."
"I don't think they will do much damage. Their weapons appear to be
poor, and they are certainly not good shots.... I'm sorry I led you into this
mess, Tom."
"Tosh! I'm glad. I've had a very easy, comfortable life up to the present,
and I'm inclined to think too much comfort is bad for one. Hardship and
danger test a man, and it's up to us to show that we've something of the old
British spirit left."
Here John came up with some tinned meat on an enamelled plate and a
few biscuits.
"Boys want water, sah," he said. "Very dry."
"Perhaps there is a well in the place," Challis suggested.
"I'll go and see," said Royce. "Stay where you are—you need rest more
than I do."
In a courtyard in the centre of the fort he discovered a well, but it was

filled up with rubbish.
"There's nothing for it but to go down to the stream," he said, returning to

Challis.
"A risky job, in full view of the Tubus," his friend answered.
"We must chance that. Without water we can't hold out a day. If only two
or three creep down on the north side they may escape notice. All the Tubus
appear to be on the south."
"We two had better do it, with John."
"Not a bit of it! John shall go, and Gambaru; but only one of us. It won't
do for both to risk being potted."
"Well, I'll go," said Challis. "You are the boss; besides, you're a better
shot than I."
"But, hang it, man! you've already been wounded, and I'm without a
scratch. Your job is to get perfectly fit again in the shortest possible time.
John, go and collect all the things that will hold water. There's our
collapsible pail; you can take a meat tin or two. Hunt about the place on the
chance of finding something else."
"Look here, Hugh," said Challis, rising, "I insist on taking a hand."
"Rot, I tell you! If I'm boss, you'll have to obey orders."

"I won't!"
"Mutiny, by Jove! This won't do, Tom. To settle matters without

squabbling, we'll toss for it. Heads, I go; tails, you."
He spun a coin.
"Tails!" cried Challis.
"Done you! It's heads," said Royce lifting his hand.
"I might have known it—you always win the toss," Challis grumbled.
"Yes, I was born lucky," said Royce equably. "But you shan't be
unemployed. Keep an eye lifting; if you see any attempt to interfere with us,
you know what you must do."
John meanwhile had collected all the vessels of any size that would hold
water. In addition to the collapsible pail, he had two empty meat tins which
he had connected by a cord. In one of the rooms of the fort he had found a
few earthenware pots, some broken and useless, one perfect, two or three
with the handles chipped off.
"A rather miscellaneous lot," said Royce, viewing the collection. "But
they'll do. Just sling a cord round the necks of those that have lost their
handles, John. We'll take two apiece. They'll hold enough for the present."
Their preparations were soon completed. Royce carried the pail and the
two meat tins; each of the Hausas had two earthen vessels hanging by a cord
over his shoulders.
Royce led the way through the building to the dilapidated wall on the
north side.
"Take a good look round," he said to John. "Do you see any of the
Tubus?"
John scanned the prospect from left to right. Far to the left was a patch of
woodland; then a stretch of open country dotted with bushes, extending to
another clump of trees almost in their front. To the right of this the ground
was again open, up to the forest from which they had recently emerged.
"No Tubus, sah," said John. "Dey all plenty afraid."
"I hope they are. Now then, down to the stream with me. It will only take
ten minutes there and back."
They climbed over the broken wall, and ran down the hill, making use of
the sparse bushes for cover. Meanwhile Challis, unknown to Royce, had
brought all the rest of the Hausas except one to the north side, and posted
them there with their rifles. The last man he had left at the south side to keep
a watch on the clump of trees behind which the Tubus had withdrawn.
Royce had gone three parts of the way down the hill when there was a
shout in the distance, followed by a shot. He glanced ahead quickly, but none
of the enemy was to be seen. A little patch of smoke hung over the trees
about a quarter of a mile beyond the stream.
"They mean to surround us, then," he thought.
He quickened his pace, dodging from bush to bush, and calling to the
Hausas to hurry, taking all possible cover. Since the enemy had not yet come
out into the open, there might be time to fill the vessels and return before
there was any serious danger.
The three men dashed down to the stream, dipped their vessels, and in
less than half a minute turned back to ascend the hill. Another shot rang out,
and from the wall above a volley flashed.
"Good man!" thought Royce.
Then he became aware that one of the meat tins was leaking badly. By the
time he reached the fort all the water it contained would have run away.
"Botheration!" he said to himself, quite forgetting his danger in the

annoyance caused by this discovery.
But a moment later he knew that the danger was even greater than he had
supposed. From his left came a din of lusty shouting. He heard a single rifle-
shot, farther away than the volley which had just been fired. The meaning of
it flashed upon him. The main body of the Tubus, warned by the shout and
the shots, had left the position to which they had retired, and were dashing
across the open to attack the fort on the south side.
Behind him, too, the enemy was coming on. Looking over his shoulder,
he saw that a small band of horsemen has issued from the wood and were
galloping towards him.
"Quick, boys!" he cried.
But the weight of the vessels and the awkwardness of carrying them
caused them to make slow progress up the hill. Shots began to fly around
them. There were answering volleys from the wall of the fort, but Royce
knew by the sound that some of the men who had fired before had been
recalled to defend the south side.
With the Hausas he staggered on, panting for breath. It seemed a miracle
that he had not yet been hit. If the Tubus had dismounted and taken aim, not
one of the three would have been left alive. But, true to their fighting
method, they fired recklessly as they rode, no doubt hoping to ride the
fugitives down.
At his right hand Royce heard a crash. A bullet had struck one of the
earthen vessels carried by John. It was shattered. The loss of weight released
the pot at the other end of the cord, and this, too, fell to the ground and was
shivered to fragments.
Next moment Gambaru, who was a few paces ahead of Royce, staggered
and fell. A yell of triumph rang out behind, and the Tubus rode through the
stream and dashed up the hill in pursuit undaunted by the shots of the
diminished band at the wall.
Gambaru did not rise. John, after his vessels had been broken, had run on,
and was now almost at the wall. Royce did not hesitate. Water was precious,
but more precious was the life of a man. Setting down the pail and the tins,
he ran to Gambaru, stooped over him, and, discovering that he was wounded
in one of his legs, helped him to rise, and assisted him to limp up the hill.
During these few moments the enemy, though the pace of their horses
was checked by the incline, had rapidly diminished the gap between them
and their expected victims. They had ceased to fire. It was only a question of
seconds and the white man would be a prisoner in their hands.
But Royce was warned by their exultant shouts Glancing for a moment
behind, he saw a dozen ferocious negroes within twenty yards of him.
"Crawl up!" he said to Gambaru.
Then, drawing his revolver, he turned to face the enemy.
CHAPTER XV
THE PROBLEM
When Royce turned to face the enemy, the foremost of them was only
twenty yards away, urging his horse up the slope. Behind him two score of
his comrades were riding up, in no sort of order.
Royce was conscious of hearing shots from behind, and of seeing two or
three of the negroes reel from their saddles. Then the firing ceased, and at
the same time all the Tubus leapt from their horses, and, while some held the
animals, the others rushed onward on foot. They had perceived that on
horseback they presented larger targets to the riflemen behind the wall.
These latter could no longer fire, because Royce was now directly in line
between them and the enemy.
FACING THE FOE
Steadily awaiting their onset, Royce refrained from firing until the first
man was no more than a dozen yards distant. Then he fired three shots in
rapid succession, bringing down a man with each. But the rest did not quail.
With strident yells they pressed about him, trusting in their numbers.
It was a desperate situation. Royce had only three more shots in his
revolver, and he hesitated to expend his last available resources. The Tubus
had few firearms, but their spears were even more formidable weapons, and
against these he had no defence. He fired for the fourth time, and a fourth
victim fell. Then a spear pierced his left shoulder, and he only escaped the
point of another by pistolling the negro as he was in the act of thrusting.
He was about to fire his last shot, feeling that in another moment the end
would come, when he heard, half unconsciously, a fierce shout behind him,
and became the centre of a wild scrimmage. John, who had almost reached
the wall of the fort, had turned, and, seeing his master's plight, had charged
down the hill, knife in hand, into the thick of the crowd. He was a big man,
and the impact of his weight overthrew two of the enemy, who staggered
against their comrades, and relieved the pressure on Royce.
JOHN TO THE RESCUE
Seizing that brief moment, Royce snatched a spear from the hand of one
of the stumbling negroes, and stood beside the faithful Hausa. But the odds
were overwhelmingly against them. John's sudden onset had created only a
momentary diversion. The whole crowd of Tubus were flinging themselves
upon the two men, when there was a second and a louder shout. A dozen
stalwarts, headed by Challis hurled themselves into the mêlée and laid about
them lustily with clubbed rifles.
For a few instants the Tubus strove with fierce courage to stem this
tempestuous assault. Then they gave way, turned about, and rushed down the
hill towards their horses, grouped at the base. Challis and his men took a
heavy toll as they swept along. The men holding the horses were seized with
fright, and soon there was a wild stampede back to the shelter of the wood.
Challis was careful not to press the pursuit too far. Before the enemy had
time to rally, he led his men up the hill and assisted Royce to gain the wall.
John carried the pail of water, which was the only one of their vessels they
brought safely home.
"Thanks, old man," said Royce, when Challis returned to him. "It was a
very near thing."
"It's better to be born lucky than rich, they say," said Challis; "and
certainly it was a great piece of luck that I was able to intervene at the
critical moment. I had taken half the men to the other side, to repel what
seemed to be an attack there; but the Tubus evidently assumed that their
friends had a good thing on this side, for they swerved to the right. Look,
they have just joined the others in the wood."
"They have more bravery than generalship, that's clear," said Royce.
"Yes, there are enough of them to crush us to nothing, if they were

properly led."
"There are more of them than ever. Other parties must have joined them.
The odds are desperate. We are only two score, all told, and less than half
have rifles."
"We have the walls, at any rate. The most necessary thing is to strengthen
those as well as we can."
"I must attend to your arm first," said Challis. "You can't any longer say
that you haven't a scratch."
"It's not much more," said Royce, looking at his sleeve as Challis gently
drew his coat off.
"More than you think. It's a nasty gash. Thank goodness we've got our
medical stores safe."
He dressed the wound, and bound it up with lint; gave the same attention
to Gambaru; then, placing a man on guard at each end of the fort, they sat
down to discuss their position more fully.
It seemed likely that by diligent work they could strengthen their

defences considerably. But for the difficulty as to water, provisions, and
ammunition, they might hope to tire the enemy out, if he remained
persistent. The difficulty was a very grave one. The water in the pail gave
them only about a cupful each, and a second attempt to fetch more from the
stream might be disastrous. Their provisions, on half rations, might last a
fortnight; and, with the enemy so near, there was little chance of
replenishing the larder. The ammunition amounted to about three hundred
rounds per rifle—scarcely more than enough for one day's hard fighting.
"I wonder whether they will stick to it," said Challis. "What can their
object be?"
"Hardly booty," replied Royce. "They know very well what our
possessions are—certainly not worth heavy losses in acquiring them. It must
be a question of prestige; they're afraid all their victims will rise against
them if they fail here. What do you say, John? Why don't these Tubus let us
alone?"
John scratched his close-clipped woolly poll and looked worried. Then he
suddenly brightened.
"Dey bad plenty wicked fellas, all same," he said, with the air of one who
has solved a knotty problem.
"Oh, well, that would account for anything," said Royce with a smile. "At
any rate, I can think of no other explanation than the one I have suggested."
"You may be right," said Challis; "but I can't help thinking there is some
other reason which we know nothing about. Time will show, perhaps."
As after events proved, Challis's guess was nearer the truth than his
friend's.
During the remainder of the day there was no further attack, and Royce
took advantage of the enemy's inactivity to carry out his idea of
strengthening the defences. He set all the men except those on sentry duty to
fill up the gaps in the broken walls, partly with earth, partly with fragments
of brick and stone from the interior of the building. Fortunately, the bastions
at the four corners of the fort were in good preservation, being constructed of
stone. These would prove useful for enfilading fire, if the enemy should
make a really determined assault.
At nightfall it occurred to Challis that they might make another attempt to

get water.
"We could steal down in the dark without being seen," he said. "Besides,
I've read somewhere that the negro races don't care about fighting by night.
They're as much afraid of the dark as any little nervous kid—as I used to be
myself ages ago."
"You don't mean it!" said Royce chaffingly.
"It's true, though. I used to lie awake for hours, fancying all sorts of
hideous creatures were floating about the room, and cowering under the
bedclothes in sheer terror. So much so that they gave me a light at last—and
then it was worse!"
"How was that?"
"Why, they gave me one of those wretched little paraffin lamps with a
very small round wick, and it used to smoke horribly and fill the room, and
the smell and stuffiness caused the most dreadful nightmares—at least, that's
what my mother said."
"More likely they were due to heavy suppers."
"We are safe here on that score, at any rate! ... Well, the negroes, being
afraid to move in the dark, are not likely to molest us; so I vote we try for
water to-night."
"John must collect some more pots, then, if he can. We'll have a shot at
it."
Challis's confidence was borne out by the event. In company with John
and Kulana, he stole down to the stream twice in succession, and they
brought back enough water to last three or four days. Royce kept watch at
the wall, and the water-carriers moved so quietly that, the night being pitch
dark, he was unable either to see or to hear them beyond twenty paces.
The night was quite undisturbed, and every member of the party except
the Englishmen had several hours of continuous sleep. Royce and Challis
had agreed to take each two spells of sleep and two of watching, alternately;
but Royce was kept wakeful by the pain of his wound, though he never let
Challis know it.
When morning dawned, they looked out eagerly over the country, in hope
that the enemy had gone away. For some little time it appeared that this was
the case. Not a glimpse of the turbaned warriors was caught. But presently
John's lynx eyes detected a movement among the distant trees which he
declared was too violent to be caused by small animals, and too gentle to be
caused by elephants; and a few minutes later the whinny of a horse proved
his sagacity. The enemy had not retired.
But it became apparent that, whatever their motive might be, they were
determined to press the siege. Taught by experience to respect the rifles of
the garrison and the fearlessness of the white men, they did not venture on to
the more or less open sides of the hill. But they could be seen working round
the fort under cover of the woodland and the Englishmen came to the
conclusion that they had formed three camps, each about six hundred yards
from the walls and about twice that distance from each other.
That a watch was continually kept on the fort from these camps was clear
from an occasional shot fired as a party of the enemy passed over the
intervening spaces.
"It pleases them, I suppose, and doesn't hurt us," said Royce. "A negro
with a gun in his hand must let it off, usefully or not."
"But they mean a serious investment," said Challis gravely. "They intend
to reduce us by hunger and thirst."
CHAPTER XVI
A NIGHT INTRUDER
"We must tackle the problem in bits," said Royce. "Take the ammunition
question first; I'll give orders that the men are never to fire except at the
word of command—yours or mine."
"The water supply is really the most urgent matter," returned Challis.
"The Tubus are sure to discover our night sallies by and by, and then they'll
no longer be safe. What about clearing out the well?"
"A good idea. We'll set about that as soon as possible. Then the food;
that's only next in importance. It depends on the enemy's patience. If they are
in no hurry, they can starve us out without incurring any loss by direct
assault."
"And I see no chance of foraging, still less of getting any help. It's not a
cheerful prospect."
"Well, we must put the best face on it. Our Hausas are jolly good, and
they trust us completely. We must keep up their pecker at all costs."
With considerable labour they managed to clear the rubbish with which
the well was choked. The soil beneath it was dry, but on digging farther they
struck the underground spring which had originally supplied the well.
"That's first-rate!" cried Royce. "There's one part of our problem solved.
We'll make an embankment, to keep the water within bounds, and have no
further anxiety on that score."
Their next step was to partition the building among the various sections
of the company. Royce and Challis took up their quarters in the room in
which the former had slept on the occasion of his first visit. The Hausas
were given a larger chamber near the south wall, and the rest of the party a
half-roofed enclosure at the other end. The rainy season not having
commenced, the natives would not be likely to suffer from their partial
exposure.
The fort, small as it was, was too large to be defended by forty men
against serious attack. To make the most of his garrison, Royce arranged that
each man should have about three yards of wall to defend. If the enemy
should pluck up resolution to make a simultaneous assault on all sides, they
were numerous enough to throw eight or ten men against every one of the
garrison, and the odds were more than sufficient for success.
The only weapons available for B Company, as Challis called the released
prisoners, were the tools included in their camp equipment—mallets,
hatchets, hammers, a saw, and a few tent pegs.
Though so ill provided, Royce thought that in day time the defence would
have a sporting chance. The rifles could take toll of the enemy while they
were advancing over the three or four hundred yards of fairly open ground
beneath the fort; and even if the attack were pushed home to the walls, it
would be possible to reinforce the men in the quarter where the assault was
hottest.
A night attack would be much more difficult to meet. Covered by the

darkness, the enemy might approach to within a few yards of the walls
without being detected, if they moved quietly; without suffering much loss,
if they were heard. At the walls their numbers would tell far more effectually
than in daylight. With such odds in their favour, it would seem impossible to
keep them out. And if once they got in, the garrison must inevitably be
overwhelmed.
But the Englishmen had little fear of a night attack. It was more likely
that the Tubus would move in the twilight of early morning. This would be
little less formidable. They might creep a long way up the hill before they
were seen, and the chance of checking their rush would be small.

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Organization theory and design 13th

Organization Theory & Design: An International

eTextbook 978-1285866345 Organization Theory and Design

Organization Theory and Design (MindTap Course List) –

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PART 1 Introduction to Organizations 001

PART 2 Organization Purpose and Structural Design 047

PART 3 Open System Design Elements 145

PART 4 Internal Design Elements 313

PART 5 Managing Dynamic Processes 441

Integrative Cases 621

PART 1 Introduction to Organizations 001

PART 2 Organization Purpose and Structural Design 047

Chapter 3: Fundamentals of Organization How the Structure Works, 123 • Strengths

PART 3 Open System Design Elements 145

PART 4 Internal Design Elements 313

PART 5 Managing Dynamic Processes 441

Case for Analysis: The Burlington Plant 614

Integrative Cases 621

Glossary698 Corporate Name Index 719

My vision for the Thirteenth Edition of Organization Theory and Design is to

Distinguishing Features of the Thirteenth Edition

Opening Examples. Following the Managing by Design questions, each chapter’s

Remember This. At the end of each major section of a chapter is a “Remember

There was no difficulty in following the track of the elephants. It was as

Royce went a good distance ahead of the carriers. They marched as

Some little distance farther on John halted again.

After a quarter of an hours' toilsome progress they came suddenly to the

"Savvy all same, sah," cried John in delight.

"Tell the men to go straight up to the fort," he said to John, adding to

"Goruba isn't with them," said Royce.

"Come!" said Royce quietly.

Without waiting to see the inevitable result of Goruba's furious words, he

"And this is only the beginning of things!" returned Royce. "What is to

"It's very lucky that we have got our camp equipment."

"Yes; I only wish we had a few more spades. We must build up an

"And the Tubus can snipe the men as they work."

"Boys want water, sah," he said. "Very dry."

"Perhaps there is a well in the place," Challis suggested.

In a courtyard in the centre of the fort he discovered a well, but it was

"There's nothing for it but to go down to the stream," he said, returning to

"We two had better do it, with John."

"Rot, I tell you! If I'm boss, you'll have to obey orders."

"Mutiny, by Jove! This won't do, Tom. To settle matters without

"Tails!" cried Challis.

"Done you! It's heads," said Royce lifting his hand.

"No Tubus, sah," said John. "Dey all plenty afraid."

"They mean to surround us, then," he thought.

"Good man!" thought Royce.

"Botheration!" he said to himself, quite forgetting his danger in the

"Quick, boys!" he cried.

Case for Analysis: The Burlington Plant 614

Glossary698 Corporate Name Index 719