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THEORY AND RESEARCH ON LOOSE COUPLING
BACKGROUND ON THE CASE
JOB EXCHANGE PROGRAM IN PRACTICE
3 other sections not shown
ambiguity Annual Goals Borg Warner Automotive bounded rationality business acumen business unit level business unit president challenges change implementation change initiative communications complete core competencies corporate office Daimler-Chrysler decentralized decision direct reports director of organizational discussion effects of loose eight managers employee's employees Engineering evaluate feedback functions Glassman human resource professionals human resource specialist identify implementing change indicated individual input interviews involved job assignments job exchange program job rotations Leadership Effectiveness Workshop leadership skills loosely coupled systems management development system management positions Manager Manager Manager managers and vice March and Olsen Meyer and Rowan monitoring operational vice presidents organization organization's organizational development organizational structures participants Performance Appraisal Performance Development Plan plant priorities production professional development rational systems theory responsibility self-efficacy Semi-structured Interviews senior vice president success supervisor supplier systems coupling talent tight tightly coupled Weick yes If yes