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 175
... major readjustments in the organizational model . The lack of an organic strategy and a strategic decision - making capabil- ity severely hampered the organization's ability to cope with its envi- ronment . The technical alignment ...
... major readjustments in the organizational model . The lack of an organic strategy and a strategic decision - making capabil- ity severely hampered the organization's ability to cope with its envi- ronment . The technical alignment ...
Page 355
... major business units , and commitments to develop new lines of business . Each major business unit of the bank- retail , commercial , international , and trust , had a set of strategic direc- tions which were to be implemented . The ...
... major business units , and commitments to develop new lines of business . Each major business unit of the bank- retail , commercial , international , and trust , had a set of strategic direc- tions which were to be implemented . The ...
Page 397
... major absorber of senior management time and resources . It may not be the topic for management committee meetings , but it is certainly the major topic of lunches , cocktails , and private discussions in individual offices . In these ...
... major absorber of senior management time and resources . It may not be the topic for management committee meetings , but it is certainly the major topic of lunches , cocktails , and private discussions in individual offices . In these ...
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