Managing Innovation and Change: People, Technology and Strategy

Front Cover
SAGE, Nov 16, 1995 - 288 pages
Written specifically to meet the needs of students, this engaging book interweaves a fascinating case story with more general analysis to offer an ideal introduction to the processes and issues of managing organizational innovation and change.

The story covers 10 years in the development of a major strategic initiative by Pirelli General - the creation and operation of an automated factory of the future'. Each chapter advances the story through a particular theme introduced by concise overviews of the main theories, concepts and debates in the literature, and concludes with questions for discussion. Key topics covered are: "strategy and structure" - the competitive environment, strategic decision-making, roles, relationships and tensions in a complex multinational; "human resource management and industrial relations" - greenfield versus brownfield' siting, flexibility, multi-skilling, single-union agreement, developing and implementing new HRM strategy; "technological innovation" - designing and implementing computer-integrated manufacturing (CIM), the challenges and problems of total automation; "total quality management "- introducing a culture of continuous improvement; and "managing strategic innovation" - continuity and change, leadership and culture, ideals and realities, learning in organizations.

 

What people are saying - Write a review

User Review - Flag as inappropriate

it is good

Contents

1 Multidivisional management structure
3
history strategy and structure
7
1 Key dates in the history of Pirelli General 190983
8
4 Pirelli General corporate departments 1985
11
5 Management structure of the Pirelli cable sector and Pirelli
17
Cometh the time
20
1 Models of organizational decisionmaking
26
1 The company board of Pirelli General 1985
35
1 Growth of the Aberdare workforce 198790
140
Flexibility and training outcomes
149
2 Average number of skill modules for each occupational group
151
Implementing the agreement
169
Changes in the industrial relations climate
173
1 Proposed job losses May 1992
177
Renegotiating the singleunion agreement
180
3 Union density at Aberdare 1990 and 1992
184

a technologydriven strategy?
39
1 Distribution depots and potential sites for new building wires
50
general considerations
53
Summary
66
Choosing the New Technology
68
1 Main advantages and disadvantages of CIM systems
74
1 Zonal layout of the Aberdare factory 1995
82
The heart of the CIM system
83
1 Ten most frequent strategy implementation problems
94
The end of the honeymoon
98
Summary
112
1 The corporate personnel department of Pirelli General 1985
120
2 Comparison of production management structures 1970 and
127
The human resource strategy outlined
131
Summary
186
Divisional reorganization in Pirelli Cables
194
1 The three fast track TQM projects at Aberdare 1991
199
Summary
203
Case study of leadership in the reorganization of maintenance
209
An assessment of Michael Elliotts leadership
218
1 Core production and professional engineering staffing levels at
223
Learning from the Management of Strategic
226
Managing strategic innovation in the 1990s
237
Research Methods
245
Table A I Number of Aberdare staff interviewed by function and level
246
Index
255
Copyright

Other editions - View all

Common terms and phrases

Popular passages

Page 2 - culture" should be reserved for the deeper level of basic assumptions and beliefs that are shared by members of an organization, that operate unconsciously, and that define in a basic "taken-for-granted" fashion an organization's view of itself and its environment.
Page 1 - Strategy can be defined as the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action...
Page 2 - ... seldom is there an easily isolated logic to strategic change. Instead, that process may derive its motive force from an amalgam of economic, personal and political imperatives.

Bibliographic information