MTU Cork Library Catalogue

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Strategic management & organisational dynamics / Ralph D. Stacey.

By: Stacey, Ralph D.
Material type: materialTypeLabelBookPublisher: London : Pitman, 1996Edition: 2nd ed.Description: xxiii, 520 p. : ill ; 25 cm. + pbk.ISBN: 0273613758 .Subject(s): Strategic planningDDC classification: 658.4012
Contents:
The nature of strategy -- Part One: The conceptual framework -- The nature of change and its implications for decision-making and control -- Ordinary and extraordinary management -- Case studies -- Part Two: Ordinary management close to certainty and agreement -- The nature of an organisation's legitimate system and its primary purpose -- The rational model of strategic management -- The visionary/ideological model of strategic management -- The results of using ordinary management to make long-term strategies -- Case studies -- Part Three: Organisational dynamics -- Organisations are feedback systems -- System dynamics far from equilibrium -- Case studies -- Part Four: Extraordinary management far from certainty and agreement -- The nature of an organisation's shadow system and its primary purpose -- Decision-making and control processes employed in the shadow system -- Extraordinary management in the shadow system -- Case studies -- Part Five: Creativity and tensions between legitimate and shadow systems -- Strategic management and organisational dynamics in perspective.
Holdings
Item type Current library Call number Copy number Status Date due Barcode Item holds
General Lending MTU Bishopstown Library Lending 658.4012 (Browse shelf(Opens below)) 1 Available 00014818
Total holds: 0

Enhanced descriptions from Syndetics:

This text aims to provide students with a comprehensive alternative to the existing material on strategic management. The author works on the premise that organizations thrive and succeed in highly dynamic environments rather than states of stability. Rather than concentrating on the analysis of competitive positions, this text focuses on the organizations as a feedback system. including Suter Packaging Division; Potain SA; Societe Generale de Belgique; Logitech International SA; and Federal Metals Inc. other business studies programmes where strategic management is a core subject, and also for MBA students and other postgraduate/post-experience students covering strategic management as part of the course.

Includes bibliographical references and index.

The nature of strategy -- Part One: The conceptual framework -- The nature of change and its implications for decision-making and control -- Ordinary and extraordinary management -- Case studies -- Part Two: Ordinary management close to certainty and agreement -- The nature of an organisation's legitimate system and its primary purpose -- The rational model of strategic management -- The visionary/ideological model of strategic management -- The results of using ordinary management to make long-term strategies -- Case studies -- Part Three: Organisational dynamics -- Organisations are feedback systems -- System dynamics far from equilibrium -- Case studies -- Part Four: Extraordinary management far from certainty and agreement -- The nature of an organisation's shadow system and its primary purpose -- Decision-making and control processes employed in the shadow system -- Extraordinary management in the shadow system -- Case studies -- Part Five: Creativity and tensions between legitimate and shadow systems -- Strategic management and organisational dynamics in perspective.

Table of contents provided by Syndetics

  • 1 The nature of strategy
  • Part 1 The Conceptual Framework: Change, Decision Making and Control
  • 2 The nature of change and its implications for decision making and control
  • 3 Ordinary and extraordinary management
  • Part 2 Ordinary Management Close To Certainty and Agreement
  • 4 The nature of an organisation's legitimate system and its primary purpose
  • 5 The rational model of strategic management
  • 6 The visionary ideological model of strategic management
  • 7 The results of using ordinary management to make long-term strategies
  • Part 3 Organisation Dynamics
  • 8 Organisations are feedback systems
  • 9 System dynamics far from equilibrium
  • Part 4 Extraordinary Management Far From Certainty and Agreement
  • 10 The nature of an organisation's shadow system and its primary purpose
  • 11 Decision making and control processes employed in the shadow system
  • 12 Extraordinary management in the shadow system
  • Part 5 Creativity And Tension Between Legitimate and Shadow Systems
  • 13 Strategic management and organisational dynamics in perspective

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