Strategy and Structure: Chapters in the History of the Industrial Enterprise"It is impossible in a bare outline to do anything like justice to the subtlety (if also, sometimes, the prolixity) of the argument and to the wealth of telling instances with which it is illustrated. The argument is not dogmatic or rigid and allows plenty of room for deviations, variants, and exceptions.... There is no doubt that this is a book of first-class importance...significant, not only for its substantive conclusions, original though these are, but as an example of the way in which fruitful relations can be established between economic and business history." -- "Journal of Economic History" This book shows how the seventy largest corporations in America have dealt with a single economic problem: the effective administration of an expanding business. The author summarizes the history of the expansion of the nation's largest industries during the past hundred years and then examines in depth the modern decentralized corporate structure as it was developed independently by four companies--du Pont, General Motors, Standard Oil (New Jersey), and Sears, Roebuck. "This 1990 reprint includes a new introduction by the author." |
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Review: Strategy and Structure: Chapters in the History of the American Industrial Enterprise
Avis d'utilisateur - Goodreads'Strategy followed Structure' - or was it the other way round? Consulter l'avis complet
Review: Strategy and Structure: Chapters in the History of the American Industrial Enterprise
Avis d'utilisateur - GoodreadsThe short and sweet: I didn't like this book. But I think if I had grown up in a different generation that didn't just witness the largest global financial meltdown in history, I might have actually enjoyed what it had to say. Consulter l'avis complet
Table des matières
| 1 | |
| 17 | |
| 52 | |
| 78 | |
NEW STRUCTURE FOR THE NEW STRATEGY | 91 |
GENERAL MOTORS CREATING | 114 |
THE SLOAN STRUCTURE | 130 |
PUTTING THE NEW STRUCTURE INTO OPERATION | 142 |
THE INITIAL REORGANIZATION 19251926 | 185 |
SEARS ROEBUCK AND COMPANY DECEN | 225 |
ORGANIZATIONAL INNOVATION A COM | 283 |
THE SPREAD OF THE MULTIDIVISIONAL | 324 |
CONCLUSION CHAPTERS IN THE HISTORY | 383 |
NOTES | 399 |
INDEX | 455 |
STANDARD OIL COMPANY NEW JERSEY | 162 |
Autres éditions - Tout afficher
Strategy and Structure: Chapters in the History of the Industrial Enterprise ... Alfred Dupont Chandler Affichage d'extraits - 1970 |
Strategy and Structure: Chapters in the History of the Industrial Enterprise Alfred D. Chandler Aucun aperçu disponible - 2013 |
Expressions et termes fréquents
administrative Alcoa Alfred Sloan allocation Annual Report appraisal automobile Barker basic became Board carried central office changes chemical Chicago Coleman du Pont company's concentrated consolidated continued coordination crude decentralized decisions demand Development Department Directors diversification Donaldson Brown E. M. Clark Electric engineering Executive Committee expansion facilities firms Frazer functional activities functional departments growth handle headquarters industrial enterprise integrated Jersey Standard Jersey's major managers meet ment Motors Corporation multidivisional structure multifunction needs nitrocellulose Oil Company operating divisions organization organizational over-all pany personnel Pierre du Pont planning plant Pont Company President problems profits purchasing pyroxylin R. E. Wood Raskob refineries refining reorganization responsible retail stores Sadler sales promotion Sears Sears's senior executives Sloan smokeless powder staff Standard Oil Standard Oil Company Steel strategy subsidiaries supervision Territorial Officers tion units vertical integration W. C. Teagle World War II York
Fréquemment cités
Page 13 - Strategy can be defined as the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals.
Page 25 - house" had its storage plant and its own marketing organization. The latter included outlets in major towns and cities, often managed by Swift's own salaried representatives. In marketing the product, Swift had to break down, through advertising and other means, the prejudices against eating meat killed more than a thousand miles away and many weeks earlier. At the same time he had to combat boycotts of local butchers and the concerted efforts of the National Butchers' Protective Association to prevent...
Page 134 - The responsibility attached to the chief executive of each operation shall in no way be limited. Each such organization headed by its chief executive shall be complete in every necessary function and enable[d] to exercise its full initiative and logical development. 2. Certain central organization functions are absolutely essential to the logical development and proper control of the Corporation's activities.
Page 400 - The more consistently the modern type of business management has been carried through the more are these separations the case. The beginnings of this process are to be found as early as the Middle Ages. It is the peculiarity of the modern entrepreneur that he conducts himself as the "first official" of his enterprise, in the very same way in which the ruler of a specifically modern bureaucratic state spoke of himself as "the first servant...
Page 151 - Price Study," which embodies the Division's estimates of sales in units and in dollars, costs, profits, capital requirements, and return on investment, both at Standard Volume and at the forecast rate of operations for the new sales year, all on the basis of proposed price. This Price Study, in addition to serving as an annual forecast, also develops the standard price of each product; that is, the price which, with the plant operating at standard volume, would produce the adjudged normal average...
Page 306 - ... proposals for change. Durant and Teagle were simply not interested. Possibly just because of Irenee's strong resistance, the initial changes at Du Pont were the most clear-cut and required the least subsequent amending of any of the four reorganizations here studied. In the interim period between Irenee's rejection of the proposal in the autumn of 1920 and the final reorganization a year later, the Du Pont executives learned several lessons. The compromise structure with its committees representing...
Page 32 - Experience soon proved to us that, instead of bringing success, either of these courses, if persevered in, must bring disaster. This led us to reflect whether it was necessary to control competition ... We soon satisfied ourselves that within the company itself we must look for success...

