Strategic management & organisational dynamics
著者
書誌事項
Strategic management & organisational dynamics
Pitman, 1996
2nd ed
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注記
Previous ed.: 1993
Includes index
内容説明・目次
内容説明
The first edition of this book questioned the widely-held view that organisations succeed when they operate in states of stability, harmony and consensus. The author argues that organisations operate in uncertain environments and those which succeed are the ones that create new perspectives and learn from the 'chaos' in which they operate. In the new edition the contents have been restructured so that the first parts focus on 'ordinary management', which can be practised in conditions close to certainty and agreement, while the later parts of the book focus on how innovative organisations develop using the process of 'extraordinary management'.
目次
1.The nature of strategy PART ONE THE CONCEPTUAL FRAMEWORK: CHANGE, DECISION MAKING AND CONTROL 2.The nature of change and its implications for decision making and control 3.Ordinary and extraordinary management PART TWO ORDINARY MANAGEMENT CLOSE TO CERTAINTY AND AGREEMENT 4.The nature of an organisation's legitimate system and its primary purpose 5.The rational model of strategic management 6.The visionary ideological model of strategic management 7.The results of using ordinary management to make long-term strategies PART THREE ORGANISATION DYNAMICS 8.Organisations are feedback systems 9.System dynamics far from equilibrium PART FOUR EXTRAORDINARY MANAGEMENT FAR FROM CERTAINTY AND AGREEMENT 10.The nature of an organisation's shadow system and its primary purpose 11.Decision making and control processes employed in the shadow system 12.Extraordinary management in the shadow system PART FIVE CREATIVITY AND TENSION BETWEEN LEGITIMATE AND SHADOW SYSTEMS 13.Strategic management and organisational dynamics in perspective
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