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 94
... Engineering Company is an engineering con- sulting firm which provides mechanical , structural , electrical , heating , and ventilation engineering services to the construction field . They are a company of approximately 400 engineers ...
... Engineering Company is an engineering con- sulting firm which provides mechanical , structural , electrical , heating , and ventilation engineering services to the construction field . They are a company of approximately 400 engineers ...
Page 95
... Engineering with strategically useful informa- tion to aid in the preparation of its long - term business plans . 2 ... Engineering is depicted as an organization with inputs and outputs . Its mission and strategy require a set of tasks ...
... Engineering with strategically useful informa- tion to aid in the preparation of its long - term business plans . 2 ... Engineering is depicted as an organization with inputs and outputs . Its mission and strategy require a set of tasks ...
Page 292
... engineer , engineering consulting firm where some managers felt the core mission was : To provide consulting , engineering , construction , and project manage- ment services to the energy and energy - related industries and government ...
... engineer , engineering consulting firm where some managers felt the core mission was : To provide consulting , engineering , construction , and project manage- ment services to the energy and energy - related industries and government ...
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