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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Résultats 1-3 sur 73
Page 180
... identify , uncover , and eventually resolve conflicts over goals , means , or other problems from the environment . Diagnostic activities are thought of in terms of their impact on various interest groups and coalitions in the ...
... identify , uncover , and eventually resolve conflicts over goals , means , or other problems from the environment . Diagnostic activities are thought of in terms of their impact on various interest groups and coalitions in the ...
Page 298
... identifies the integra- tive mechanisms for dealing with those dif- ferences in order to achieve collaboration within the total or- ganization . A process for identify . ing personal strengths and success in order to establish a base ...
... identifies the integra- tive mechanisms for dealing with those dif- ferences in order to achieve collaboration within the total or- ganization . A process for identify . ing personal strengths and success in order to establish a base ...
Page 342
... identification . The steps for using the networks in a transition framework are : 1. Identify the technical imperatives reflected in the change strategy . 2. List the key information links which need to be maintained from the current ...
... identification . The steps for using the networks in a transition framework are : 1. Identify the technical imperatives reflected in the change strategy . 2. List the key information links which need to be maintained from the current ...
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