Managing Strategic Change: Technical, Political, and Cultural DynamicsWiley, 3 mai 1983 - 464 pages Shows how managers can use the conceptual framework of TPC theory (technical, political, and cultural dynamics) to cope with major strategic reorientation. Raises such fundamental questions about the nature of organizations. What business(es) should we be in? Who should reap what benefits from the organization? What are the values and norms of organizational members? Provides concepts and workable technologies for dealing with these questions and preparing for future change. Includes extensive examples. |
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Page 156
... analysis of the alignment between components . The steps which should be undertaken are as follows : 1. The Trigger ... Analysis of Components . The overall diagnosis based on the organizational model begins with an analysis of the ...
... analysis of the alignment between components . The steps which should be undertaken are as follows : 1. The Trigger ... Analysis of Components . The overall diagnosis based on the organizational model begins with an analysis of the ...
Page 164
... analysis shifts focus to the relationships between components . The purpose is to determine how well the components are aligned with each other . This analysis of alignment provides the change manager with the information required to ...
... analysis shifts focus to the relationships between components . The purpose is to determine how well the components are aligned with each other . This analysis of alignment provides the change manager with the information required to ...
Page 166
... analysis of alignment and to recommend where the change process should begin . It is desirable for the committee to begin by having each individual complete a private assessment of the analysis of alignments using the framework provided ...
... analysis of alignment and to recommend where the change process should begin . It is desirable for the committee to begin by having each individual complete a private assessment of the analysis of alignments using the framework provided ...
Table des matières
PART ONE A FRAMEWORK FOR STRATEGIC CHANGE | 3 |
Organizational Models | 37 |
The Role of Social Networks | 69 |
Droits d'auteur | |
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Expressions et termes fréquents
action activities adjustments alignment allocation analysis assessment AT&T behavior Burns and Stalker career change effort change management change strategy change technologies chapter coalitions communication complex components conflict consultants corporate create cultural systems cycle deal diagnosis dominant effective emergent networks employees engineering environment evaluation example Exxon Figure focus function goals guidelines Hewlett-Packard human resource identify impact individual industry information-processing innovation integrating mechanisms Intel Interviews involved issues Lee Iacocca major mechanistic ment mission and strategy mission/strategy norms operating organization organization's organizational change organizational design organizational model participation performance political uncertainty prescribed networks problems productivity quality circles reward systems rewards role social staff strategic change strategic management strategic planning Swift Engineering task technical system tegic Texas Instruments theory tion top management triggered values Volvo workers zation