Managing Strategic Change: Technical, Political, and Cultural DynamicsShows 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 163
... behavioral data Deep understanding of an organization's culture Build relationships with members of the organization Disadvantages Measures attitudes not behavior Questionable validity Requires honesty on part of respondents Takes a ...
... behavioral data Deep understanding of an organization's culture Build relationships with members of the organization Disadvantages Measures attitudes not behavior Questionable validity Requires honesty on part of respondents Takes a ...
Page 313
... behavior around getting the work done . The steps involve : ( a ) Provide written feedback to all team members in the form of role messages . ( A sheet is written for each team member by each team member as follows ) “ I ( name ) need ...
... behavior around getting the work done . The steps involve : ( a ) Provide written feedback to all team members in the form of role messages . ( A sheet is written for each team member by each team member as follows ) “ I ( name ) need ...
Page 422
... Behavioral Sci- ence , 1974 . Wieland , G.F. and Ullrich , R.A. Organizations : Behavior , design and change . Home- wood , IL : Richard D. Irwin , 1976 . Wrapp , E. Good managers don't make policy decisions . Harvard Business Review ...
... Behavioral Sci- ence , 1974 . Wieland , G.F. and Ullrich , R.A. Organizations : Behavior , design and change . Home- wood , IL : Richard D. Irwin , 1976 . Wrapp , E. Good managers don't make policy decisions . Harvard Business Review ...
Contents
PART ONE A FRAMEWORK FOR STRATEGIC CHANGE | 3 |
Organizational Models | 37 |
The Role of Social Networks | 69 |
Copyright | |
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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