Experiential Exercises in Organization Theory [Paperback]

H. Eugene Baker (Author), Steven K. Paulson (Author)

Book Description

Publication Date: November 4, 1994 | ISBN-10: 013051229X | ISBN-13: 978-0130512291 | Edition: 1

Provides students of undergraduate business courses in organisational theory a with variety of class-tested exercises that illustrate the basic principles of the course. The book takes an experiential approach throughout.

Editorial Reviews

From the Publisher

This unique text provides students of undergraduate business courses in Organizational Theory a variety of class-tested exercises that illustrate the basic principles of the course. The experiential approach--a widely used and effective methodology for this course material--is adhered to throughout.

From the Back Cover

An experiential approach is widely considered to be the most effective teaching method in the OB area. There are five different exercises per chapter in this book.

Product Details

• Paperback: 192 pages
• Publisher: Prentice Hall College Div; 1 edition (November 4, 1994)
• Language: English
• ISBN-10: 013051229X
• ISBN-13: 978-0130512291
• Product Dimensions: 7.8 x 5.1 x 1 inches
• Shipping Weight: 1 pounds
• Average Customer Review: 1.0 out of 5 stars  See all reviews (1 customer review)
• Amazon Best Sellers Rank: #6,374,035 in Books (See Top 100 in Books)

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Most Helpful Customer Reviews

2 of 2 people found the following review helpful:

1.0 out of 5 stars Way Past Time for Revision & for New Exercises...That Work!, February 18, 2002

By 

"jk69" (Riverside, CA USA) - See all my reviews

This review is from: Experiential Exercises in Organization Theory (Paperback)

Unfortunately, I used this book in my Organization Theory course one term. I found the book inadequate in several respects: only a small minority of exercises were truly experiential, and several I couldn't bear to assign because they were simplistic, they generated student laughter, and they were probably not particularly valid with respect to the concepts they purported to teach. Many "exercises" were non interactive questionnaires that again had questionable validity and didn't yield particularly enlightening results. The exercise on "Name that Organizational Design" was too elementary; actually naming designs from "real" organization charts (not standard text examples) would be more challenging. Students couldn't grasp the exercise based on Perrow's technology classification at all and couldn't apply it to their own cases. The best of the bunch was the exercise on political negotiating involving "scarce resources." Even though the scarce resources were common office supplies, the students seemed to get the point. I continue to use this demonstration from time to time. My advice to the authors is to send this book out for review (if the publisher is interested in a second edition) and solicit recommendations for deletions/additions. There are many good "experiential" texts now in the OB area. These also would be worth looking at for ideas that might improve this text. The IM was also a bit sparse when it came to instructions and discussion ideas. These can all be problems common to a first edition; I'm left wondering why after several years, a revision was never commissioned.