Strategy and Structure: Chapters in the History of the Industrial EnterpriseBeard Books, 1966 - 580 páginas Investigates the changing strategy and structure of the large industrial enterprise in the United States |
Índice
| 21 | |
| 22 | |
| 26 | |
| 31 | |
| 38 | |
| 44 | |
| 54 | |
| 55 | |
Wording Out the New Structure | 218 |
Some Final Considerations | 223 |
SEARS ROEBUCK AND COMPANYDECENTRALIZATION PLANNED AND UNPLANNED | 227 |
Initial Strategy and Structure | 228 |
The New Strategy | 235 |
Structural Strains Created by the New Strategy | 239 |
Abortive Decentralization | 243 |
The Frazer Committee | 244 |
| 59 | |
| 64 | |
| 69 | |
The Strategy of D1versificat1on | 80 |
Initial Steps Toward Diversification | 81 |
Intensified Pressures for Diversification | 85 |
The Final Definition of the Strategy of Diversification | 90 |
New Structure for the New Strategy | 93 |
New Problems Created by New Strategy | 94 |
The Problems Analyzed | 96 |
A New Structure Proposed and Rejected | 98 |
A Compromise Structure Adopted | 102 |
Crisis and the Acceptance of the Multidivisional Structure | 106 |
GENERAL MOTORSCREATING THE GENERAL OFFICE | 116 |
The Sources of Durants Strategy | 117 |
The Creation of General Motors | 120 |
The Storrow Regime | 122 |
Durants Return and Renewed Expansion and Integration | 124 |
Du Pont Contributions to Durants Organization | 127 |
The Crisis of 1920 | 130 |
The Sloan Structure | 132 |
The Organization Study | 135 |
Minor Modifications | 142 |
Putt1ng the New Structure 1nto Operat1on | 144 |
The Development of Statistical and Financial Controls | 147 |
Defining the Role of the Advisory Staff | 155 |
The Role of the Executive Committee | 159 |
The Finished Structure | 160 |
and du Pont | 163 |
STANDARD OIL COMPANY NEW JERSEY AD HOC REORGANIZATION | 165 |
Structure and Strategy before 1925 | 166 |
The Strategy of Vertical Integration and Continued Expansion | 172 |
Vertical Integration and the Creation of New Functional Departments | 174 |
Expansion and the Older Departments | 177 |
The Growth of Staff Departments | 179 |
The Board | 183 |
Initial Awareness of Structural Weaknesses | 184 |
The In1t1al Reorgan1zat1on 19251926 | 187 |
Teagles Troubles | 188 |
The 1925 Program | 190 |
The Coordination Department and Committee | 191 |
The Budget Department and Committee | 195 |
Reorganizing the Marketing Department | 198 |
Reorganizing the Manufacturing Department | 201 |
The Creat1on of the Mult1d1vis1onal Decentral1zed Structure | 207 |
The 1927 Changes | 210 |
The Committees Proposals | 245 |
Carrying Out the Committees Proposals | 251 |
Frazer Reviews the New Structure | 254 |
Continuing Conflict and Resulting Proposals | 255 |
The Territorial Organization Scrapped | 262 |
Evolut1onary Decentral1zat1on | 263 |
Decentralization of the Retail Organization | 267 |
The Growth of Local Regional Administrative Units | 269 |
The Return to the Territorial Organization | 270 |
The Final Structure | 278 |
ORGANIZATIONAL INNOVATIONA COMPARATIVE ANALYSIS | 285 |
The Adaptive Response | 286 |
Building the Functional Departments | 287 |
Building the Central Office | 292 |
The Creat1ve Innovat1on | 301 |
The Process of Innovation | 305 |
The Significance of the Innovation | 311 |
Organ1zat1onal Innovators | 316 |
An Organization Builders Personality and Training | 317 |
Sources of Information | 322 |
THE SPREAD OF THE MULTI DIVISIONAL STRUCTURE | 326 |
Industr1es Not Accept1ng the New Structure | 328 |
Copper and Nickel | 329 |
Steel | 333 |
Aluminum | 339 |
Materials | 342 |
Industr1es Part1ally Accept1ng the New Structure | 344 |
Processors of Agricultural Products | 346 |
Rubber | 352 |
Petroleum | 354 |
Industr1es W1dely Accept1ng the New Structure | 364 |
Electrical and Electronics | 365 |
Power Machinery and Automobiles | 372 |
Chemicals | 376 |
Var1at1ons on Structural Chance | 380 |
Summary of the Process of Structural Change within the Enterprise | 382 |
CONCLUSIONCHAPTERS IN THE HISTORY OF THE GREAT INDUSTRIAL ENTERPRISE | 385 |
The First Chapter Accumulating Resources | 388 |
The Second Chapter Rationalizing the Use of Resources | 389 |
The Third Chapter Continued Growth | 392 |
The Fourth Chapter Rationalizing the Use of Expanding Resources | 395 |
NOTES | 399 |
NOTES | 401 |
| 457 | |
Otras ediciones - Ver todo
Strategy and Structure: Chapters in the History of the Industrial Enterprise Alfred Dupont Chandler Vista de fragmentos - 1966 |
Términos y frases comunes
26 Broadway administrative Alcoa Alfred Sloan allocation appraisal Assistant automobile autonomous basic became Board Buick carried central office changes chemical Chicago Coleman du Pont company's concentrated consolidated continued coordination Corporation crude decentralized decisions demand Development Department Director diversification Donaldson Brown electrical engineering Executive Committee existing expansion facilities firms Frazer functional activities functional departments growth handle Haskell headquarters industrial enterprise Irénée Jersey Standard Jersey's lines of authority major manufacturing meet ment Motors Motors Corporation multidivisional structure multifunction needs nitrocellulose operating divisions organization organizational over-all pany personnel Pierre du Pont planning plant Pont Company President problems product flow profits purchasing Pyralin pyroxylin Raskob refineries refining reorganization responsible retail stores sales promotion Sears Sears's selling senior executives Sloan smokeless powder Standard Oil Steel strategy subsidiaries supervision supplies Teagle Territorial Officers tion units vertical integration Wood World War II
Pasajes populares
Página 15 - Strategy can be defined as the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals.
Página 27 - house" had its storage plant and its own marketing organization. The latter included outlets in major towns and cities, often managed by Swift's own salaried representatives. In marketing the product, Swift had to break down, through advertising and other means, the prejudices against eating meat killed more than a thousand miles away and many weeks earlier. At the same time he had to combat boycotts of local butchers and the concerted efforts of the National Butchers' Protective Association to prevent...
Página 23 - But with the completion of the great east-west trunk lines early in the 1850's administration became a full-time task in American business. The Erie, the New York Central, the Pennsylvania, the Baltimore & Ohio, and the western roads completed in that same decade, such as the Illinois Central, the Michigan Central, and the Michigan Southern...
Página 16 - Structure can be def1ned as the design of organization through which the enterprise is administered. This design, whether formally or informally defined, has two aspects. It includes, first, the lines of authority and communication between the different administrative offices and officers and, second, the information and data that flow through these lines of communication and authority.