Strategic management & organisational dynamics:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London [u.a.]
Pitman
1996
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| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXII, 520 S. graph. Darst. |
| ISBN: | 0273613758 |
Internformat
MARC
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| 100 | 1 | |a Stacey, Ralph D. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Strategic management & organisational dynamics |c Ralph D. Stacey |
| 250 | |a 2. ed. | ||
| 264 | 1 | |a London [u.a.] |b Pitman |c 1996 | |
| 300 | |a XXII, 520 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
Plan of the book xi
List of key concepts xii
List of illustrations xiv
List of figures and exhibits xvi
Preface xix
1 The nature of strategy 1
1.1 Introduction 1
1.2 Denning the key features of the strategy game 3
1.3 Difficulties in studying strategic management 9
1.4 Outline of the book 11
References 17
Part One
THE CONCEPTUAL FRAMEWORK
Change, decision making and control
2 The nature of change and its implications for 21
decision making and control
Different change situations require different processes
2.1 Introduction 21
2.2 Change situations 22
2.3 Behaviour and change situations 27
2.4 The relationship between change situations and 28
decision making modes
2.5 Models of decision making in conditions close to certainty 33
2.6 Models of decision making in conditions far from certainty 36
2.7 Models of control in conditions close to and far from certainty 44
2.8 Summary 46
References 49
3 Ordinary and extraordinary management 50
Coping with both certainty and uncertainty
3.1 Introduction 50
3.2 How paradigms govern what we see and do 51
V
Contents
3.3 Simple and complex learning 57
3.4 Paradox and how we normally deal with it 64
3.5 Ordinary and extraordinary management 69
3.6 Incremental and revolutionary change 72
3.7 The dangers of practising one form of management only 76
3.8 Summary 78
References 80
CASE STUDIES
1 Enigma Chemicals (B) 81
by Ralph Stacey
2 Green Holdings Ltd 83
by Ralph Stacey
Part Two
ORDINARY MANAGEMENT CLOSE TO CERTAINTY
AND AGREEMENT
Organisational intention and the reinforcement of current
strategic direction in the legitimate system
4 The nature of an organisation s legitimate system 93
and its primary purpose
Efficient performance of current primary tasks
4.1 Introduction 93
4.2 Hierarchical structures 95
4.3 Planning and monitoring: the rational process of 103
decision making and control
4.4 The visionary/ideological approach to decision making 111
and control: political and cultural processes
4.5 An integrated model of ordinary management processes 122
4.6 Leadership and the role of groups in ordinary management 127
4.7 Summary 132
References 132
5 The rational model of strategic management 134
Using the rational processes of ordinary management to
make long term strategies
5.1 Introduction 134
5.2 Organisational intention and what it means to realise that intention 137
5.3 Formulating and selecting strategic plans according to technically 140
rational criteria
i
Contents
5.4 Strategy implementation and strategic control 181
5.5 Installing strategic management styles 186
5.6 Summary 190
References 190
6 The visionary/ideological model of strategic management 193
Using the visionary/ideological processes of ordinary management
to make long term strategies
6.1 Introduction 193
6.2 Installing the attributes of excellence 194
6.3 Managing organisation development and culture change 197
6.4 Summary 203
References 203
7 The results of using ordinary management to make 204
long term strategies
Trapped in stability
7.1 Introduction 204
7.2 Evidence on success 205
7.3 Summary 209
References 210
CASE STUDIES
3 The Suter Packaging Division 212
by Ralph Stacey
4 The Coloroll Group pic 233
by Dorothea Noble, University of Hertfordshire Business School,
and Mary Klemm, University of Bradford Management Centre
5 Z Holdings Ltd 241
by Ralph Stacey
Part Three
ORGANISATIONAL DYNAMICS
The nature of situations far from certainty and agreement and the
need for extraordinary management
8 Organisations are feedback systems 248
Equilibrium and disequilibrium
8.1 Introduction 248
8.2 The nature of feedback systems 250
8.3 Negative feedback and equilibrium 259
vii
Contents
8.4 Negative feedback, control and cybernetic theory 263
8.5 Negative feedback and systems adapting to their 276
environment: general systems theory
8.6 Positive feedback and nonlinearity in organisations 281
8.7 Positive feedback and systems creating their own environment 286
8.8 Understanding both positive and negative feedback in 294
organisations: systemic thinking and organisational learning
8.9 Summary 306
References 307
9 System dynamics far from equilibrium 309
Complex feedback systems coevolving into open ended evolutionary space
9.1 Introduction 309
9.2 The dynamics of deterministic systems: chaos theory 311
9.3 The dynamics of deterministic systems: self organisation 330
9.4 The dynamics of adaptive systems: complexity theory 334
9.5 Summary 347
References 350
CASE STUDIES
6 Sociocracy in Endenburg Elektrotechniek 352
by Georges Romme, University ofLimburg, Netherlands
7 The European Technology Transfer Committee 366
by Michaela Smith and Ralph Stacey
8 Small Firms in a Swedish Context: Maleras, Pilgrimstad 371
and Soderhamn
by Bengt Johannisson, University ofVaxjo, Sweden
Part Four
EXTRAORDINARY MANAGEMENT FAR FROM CERTAINTY
AND AGREEMENT
Self organisation and the emergence of new strategic direction
in the shadow system
10 The nature of an organisation s shadow system and its 378
primary purpose
Learning far from certainty and agreement
10.1 Introduction 378
10.2 The need for a shadow system 379
10.3 Communications and social network 382
10.4 Learning community of practice 385
viii
Contents
10.5 Self organisation and the shadow system 387
10.6 Summary 389
References 390
11 Decision making and control processes employed in 391
the shadow system
Effective and ineffective learning in organisations
11.1 Introduction 391
11.2 Covert political processes and their impact on organisational 392
learning
11.3 Unconscious processes and their impact on organisational learning 400
11.4 An integrated model of extraordinary management processes 416
11.5 Overt politics and their impact on organisational learning 418
11.6 Leadership and the role of groups in extraordinary management 428
11.7 Summary 437
References 438
12 Extraordinary management in the shadow system 441
How managers create knowledge and intervene far from certainty
12.1 Introduction 441
12.2 What managers do far from certainty and agreement 441
12.3 Ensuring joint action 448
12.4 The functions performed by the shadow system 451
12.5 Intervening in the shadow system 460
12.6 Summary 468
References 469
CASE STUDIES
9 Enigma Chemicals (A) 471
by Ralph Stacey
10 Apex Engineering pic 475
by Christine Czyzewska
11 Managing Creativity in the Pharmaceutical Industry 479
by Keith Randle, University of Hertfordshire Business School
12 British Airways and Virgin Atlantic: David and Goliath 483
in the Civil Aviation Industry
by Alan Kitson, Bolton Business School, Bolton Institute
13 The Cooperative Alliance between the Bank of St Hellier 495
of the UK, and Banco Real of Spain
by Dorothea Noble, University of Hertfordshire Business School
ix
Contents
Part Five
CREATIVITY AND TENSIONS BETWEEN LEGITIMATE AND
SHADOW SYSTEMS
The paradox of ordinary and extraordinary management
13 Strategic management and organisational dynamics 505
in perspective
Index 513
x
Plan of the book
Chapter 1
The nature of strategy
Part One THE CONCEPTUAL FRAMEWORK
Chapter 2 Chapter 3
The nature of change and its implications Ordinary and extraordinary
for decision making and control management
Case Studies
Part Two ORDINARY MANAGEMENT CLOSE TO CERTAINTY AND AGREEMENT
Chapter 4 Chapter 5
The nature of an organisation s legitimate The rational model of strategic
system and its primary purpose management
Chapter 6 Chapter 7
The visionary/ideological model The results of using ordinary
of strategic management management to make
long term strategies
Case Studies
Part Three ORGANISATIONAL DYNAMICS
Chapter 8 Chapter 9
Organisations are feedback systems System dynamics far from equilibrium
Case Studies
Part Four EXTRAORDINARY MANAGEMENT FAR FROM CERTAINTY AND AGREEMENT
Chapter 10 Chapter 11
The nature of an organisation s shadow Decision making and control
system and its primary purpose processes employed in the
shadow system
Chapter 12
Extraordinary management in the shadow system
Case Studies
Part Five CREATIVITY AND TENSION BETWEEN LEGITIMATE AND SHADOW SYSTEMS
Chapter 13
Strategic management and organisational dynamics in perspective
xi
List of key concepts
Chapter 2
2.1 Close to certainty 26
2.2 Far from certainty 26
2.3 Rationality 32
Chapter 3
3.1 Paradigm 52
3.2 Mental models, feedback and skilled incompetence 60
3.3 Espoused models and models in use 62
3.4 Simple and complex learning 65
3.5 Paradox 66
3.6 Dialectics and dialogue 68
3.7 Ordinary management 71
3.8 Extraordinary management 72
Chapter 4
4.1 Bureaucracy 94
4.2 Management information and control systems (MICS) 105
4.3 A sense of mission H4
4.4 Organisational intention 126
4.5 Roles and leadership in formal groups 129
Chapter 5
5.1 Plans and planning 145
5.2 The culture of an organisation 155
5.3 Power 157
5.4 Contingency 178
5.5 Configuration 179
Chapter 8
8.1 Dynamics 249
8.2 Feedback systems 258
8.3 Negative feedback 260
8.4 Equilibrium 262
8.5 The law of requisite variety 270
8.6 The stable equilibrium organisation 273
8.7 The nature of causality 275
8.8 The social construction of reality 291
8.9 The far from equilibrium organisation 303
Chapter 9
9 1 Systems and creativity 314
9.2 Low dimensional deterministic chaos 328
xii
List of key concepts
9.3 Self organisation 330
9.4 Self organisation in human systems 333
9.5 A complexity theory of organisation 349
Chapter 10
10.1 The shadow network system of an organisation 381
Chapter 11
11.1 Organisational defence routines 395
11.2 Roles and leadership in informal groups 431
Chapter 12
12.1 Tacit knowledge 456
xiii
fife List of illustrations
Chapter 2
2.1 Movenpick Unternehmungen 28
2.2 Exxon Europe 36
Chapter 3
3.1 Relativity and X rays 55
3.2 The vectors of contention 69
3.3 Foster Brothers 73
Chapter 4
4.1 The matrix structure 99
4.2 Brand management 100
4.3 Hanson Trust pic 103
4.4 British Airways 117
Chapter 5
5.1 Strategy at a chemical company 141
5.2 Ansoff s strategic success hypothesis 143
5.3 Benchmark performance measures 149
5.4 Use of gap analysis 150
5.5 Sensitivity analysis 153
5.6 Castings pic 156
5.7 Power and the acceptability of strategies 158
5.8 Kitchen Queen 159
5.9 Break even analysis 160
5.10 Ciba Geigy 168
5.11 Examples of configuration 180
Chapter 8
8.1 The organisation as an open system 278
8.2 Changing the Coca Cola formula 285
8.3 Feedback interactions at a meeting 288
8.4 Tin cans: inventing the environment 292
8.5 Peoples Express 301
8.6 Silicon Valley and the Italian shoe industry 306
Chapter 9
9.1 Chaos in nature s systems 319
9.2 Chaos and the logistic equation 321
9.3 Making assumptions about the future 327
9.4 The weather system 329
xiv
List of illustrations
Chapter 10
10.1 The French bread industry 384
10.2 Non routine repairs 386
Chapter 11
11.1 The Challenger disaster 396
11.2 The culture change programme 415
11.3 Imperial Industries 420
11.4 Choosing a training programme 433
Chapter 12
12.1 Amstrad 446
12.2 The Swedish Steel Corporation 452
XV
List of figures and exhibits
Chapter 1
1.1 The strategy concept 4
Chapter 2
2.1 The consequences of past change 24
2.2 Change situations 25
2.3 Models of decision making: types of uncertainty 29
2.4 Dimensions of the environment 30
2.5 The Perrow model of technology 31
2.6 The Mintzberg et al. model of the strategic management process 40
2.7 Techniques for identifying, formulating and resolving problems 41
2.8 Issue agenda building 43
2.9 Hofstede s approach to control 45
2.10 The relationship between change context and decision making/control modes 47
Chapter 3
3.1 Perception 53
3.2 Simple single loop learning 63
3.3 Complex double loop learning 64
3.4 Ordinary and extraordinary management 70
3.5 Incremental change 74
3.6 Strategic drift and revolutionary change 75
3.7 Greiner s model of strategic change 76
3.8 Learning in context 79
Chapter 4
4.1 The dialectic of centralisation and decentralisation 96
4.2 The simple structure 96
4.3 The functional structure 97
4.4 The matrix structure 99
4.5 The divisional structure 101
4.6 Planning and monitoring: the rational loop 104
4.7 A purchasing control system 106
4.8 The daily review meeting 107
4.9 Weekly and monthly review meetings 109
4.10 Annual planning 110
4.11 Vision and ideology: the overt political, cultural and cognitive loops 112
4.12 The Ashridge mission model 115
4.13 Negative feedback and politics 120
4.14 Negative feedback aspects of some models of overt political activity 123
4.15 Ordinary management processes 125
xvi
List of figures
Chapter 5
5.1 The product life cycle 161
5.2 Generic strategies and the stage of industry development 162
5.3 The experience curve 163
5.4 The BCG product portfolio matrix 164
5.5 A directional policy matrix 166
5.6 Porter s five market forces 171
5.7 Porter s generic strategies 173
5.8 The industry value chain 175
5.9 The firm s value chain 176
5.10 The 7S framework 181
Chapter 6
6.1 Negative feedback and Organisation Development 198
6.2 Lewin s concept of a force field 199
6.3 Organisation Development: a summary 202
Chapter 8
8.1 Feedback interaction between two people 252
8.2 Feedback interaction between three people/groups/organisations 253
8.3 Positive and negative feedback in population growth 256
8.4 Negative feedback 261
8.5 Negative feedback in business control systems 263
8.6 Negative feedback in cybernetics 264
8.7 Regulation in control systems 266
8.8 Distribution of events 268
8.9 Cybernetics: main points on organisational dynamics 276
8.10 General systems theory: main points on organisational dynamics 281
8.11 Gouldner s model of intended and unintended consequences 282
8.12 Merton s model of intended and unintended consequences 284
8.13 Weick s model: events at a meeting 287
8.14 Weick s model: links with the environment 290
8.15 Weick s model: key points on organisational dynamics 293
8.16 Limits to growth 298
8.17 Shifting the burden 299
8.18 Eroding goals 300
8.19 Growth and underinvestment 301
8.20 System dynamics: main points on organisational dynamics 302
8.21 Porter s model for analysing the competitive advantage of nations 305
Chapter 9
9.1 A map of stability and instability 317
9.2 Mapping the borders between stability and instability 317
9.3 A closer look at the border 318
9.4 The strange attractor for the weather system 320
9.5 Mapping the logistic equation 322
9.6 Further map of the logistic equation 323
9.7 Yet another map of the logistic equation 324
xvii
List of figures
Chapter 11
11.1 Fear of failure and the impact of covert political processes 393
11.2 Fear of losing control 398
11.3 Defence routines and covert politics: main points on organisational dynamics 399
11.4 Anxiety and the impact of unconscious group processes 402
11.5 JOHARI window 403
11.6 The creative space 409
11.7 Unconscious group processes 411
11.8 Unconscious group processes and organisation development 414
11.9 Unconscious group processes: main points on organisational dynamics 414
11.10 An integrated model of decision making and control 417
11.11 Relationship between ordinary and extraordinary management 419
11.12 Determinants of the form of power 422
11.13 Equilibrium states for an organisation s political system 424
11.14 Threats to vested interests 426
11.15 Power and group dynamics 427
11.16 Vested interests and political interaction: main points on organisational dynamics 428
Chapter 12
12.1 Political and learning processes: self organising control 442
Chapter 13
13.1 Comparison between ordinary and extraordinary management 509
Exhibits in Case Study 6
6.1 Administrative structure of Endenburg Elektrotechniek in 1993 354
6.2 Sociocratic circle structure of Endenburg Electrotechniek in 1993 355
6.3 Position of stockholder and employee in a traditional company 358
6.4 Position of stockholder and employee in Endenburg Elektrotechniek 359
6.5 Ballot form used in sociocratic elections 359
xviii
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| id | DE-604.BV010767965 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T17:58:32Z |
| institution | BVB |
| isbn | 0273613758 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-007190633 |
| oclc_num | 34282373 |
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| owner | DE-703 DE-N2 DE-188 |
| owner_facet | DE-703 DE-N2 DE-188 |
| physical | XXII, 520 S. graph. Darst. |
| publishDate | 1996 |
| publishDateSearch | 1996 |
| publishDateSort | 1996 |
| publisher | Pitman |
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| spelling | Stacey, Ralph D. Verfasser aut Strategic management & organisational dynamics Ralph D. Stacey 2. ed. London [u.a.] Pitman 1996 XXII, 520 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organisatieverandering gtt Strategisch management gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd rswk-swf Organisationswandel (DE-588)4075693-2 gnd rswk-swf Strategisches Management (DE-588)4124261-0 s Organisationswandel (DE-588)4075693-2 s 1\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007190633&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Stacey, Ralph D. Strategic management & organisational dynamics Organisatieverandering gtt Strategisch management gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd Organisationswandel (DE-588)4075693-2 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4075693-2 |
| title | Strategic management & organisational dynamics |
| title_auth | Strategic management & organisational dynamics |
| title_exact_search | Strategic management & organisational dynamics |
| title_full | Strategic management & organisational dynamics Ralph D. Stacey |
| title_fullStr | Strategic management & organisational dynamics Ralph D. Stacey |
| title_full_unstemmed | Strategic management & organisational dynamics Ralph D. Stacey |
| title_short | Strategic management & organisational dynamics |
| title_sort | strategic management organisational dynamics |
| topic | Organisatieverandering gtt Strategisch management gtt Strategic planning Strategisches Management (DE-588)4124261-0 gnd Organisationswandel (DE-588)4075693-2 gnd |
| topic_facet | Organisatieverandering Strategisch management Strategic planning Strategisches Management Organisationswandel |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007190633&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT staceyralphd strategicmanagementorganisationaldynamics |