Managing Strategic Change: Technical, Political, and Cultural Dynamics
John Wiley & Sons, 1983 M05 3 - 434 pages
Shows 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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PART ONE A FRAMEWORK FOR STRATEGIC CHANGE
Political Change Strategies
Politically Mixed StrategiesManipulation
Politically Organic Strategies
Guidelines for Developing a Political Strategy
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action activities adjustments alignment alter analysis approach assessment become behavior capacity carry change strategy chapter coalitions commitment complex components concern consultants corporate create cultural cycle deal decisions desired diagnosis dominant effective effort emergent employees engineering environment evaluation example Figure function future goals human identify important increased indicated individual industry influence integrating internal involved issues major managerial matrix mechanisms mechanistic meeting ment mission networks norms objectives operating organization organization's organizational participation performance planning political prescribed presented problems productivity relationships represent responsibility result rewards role social staff steps strategic change strategy structure style task technical theory tion transition triggered uncertainty United values workers