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, Volume 223
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Contents

PART ONE A FRAMEWORK FOR STRATEGIC CHANGE
3
Organizational Models
37
The Role of Social Networks
69
Copyright

12 other sections not shown

Common terms and phrases

action activities adjustments alignment analysis assessment AT&T behavior Burns and Stalker capacity career change effort change management change strategy change technologies chapter coalitions 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 implementation individual industry innovation integrating mechanisms Intel Interviews involved issues job enrichment 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 triggered values Volvo workers zation

Bibliographic information

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TitlePublications, Volume 223
AuthorsDennis N. T. Perkins, Mary R. Jackman, Noel M. Tichy, University of Michigan. Institute for Social Research, Robert W. Jackman, Veronica F. Nieva, Edward E. Lawler
PublisherWiley
Original fromthe University of Michigan
Digitized7 Oct 2009
Subjects › 

Business & Economics / Structural Adjustment
  
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