Strategy Theory - Managing Organizational Processes

Strategy formulation for an upcoming period and redesigning the organization to support the strategy are followed by execution. In this activity, the general manager's priorities tend to focus on seeing that prescribed processes are effectively carried towards achieving the goals set forward. The tasks involved in this activity pose tests of the manager's basic administrative abilities.


TS (p.147)


Related Advanced Content

Organizational Theory: A Strategic Perspective, 1e
Donald Lester, Middle Tennessee State University
John A. Parnell, Ph.D., University of North Carolina at Pembroke

Atomicdog Publishing
2007

Description
In Organizational Theory: A Strategic Perspective, authors Donald Lester and John Parnell present the major theoretical perspectives that have contributed to our understanding of organizations in a clear, engaging style. The text presents the concepts of organizational theory from a strategic perspective. These concepts are not only the foundation for understanding organizations, they are also the basis for managing them effectively. Current examples appear throughout the text, and the “Best Practice” features in each chapter highlight specific companies and show how they strategically manage key concepts of organizational theory. The authors also provide students with “real world” applications in the “Career Points” features. Seven cases are included at the end of the text for in-depth study.

Table of Contents

I. INTRODUCTION
1. Foundations of Organization Theory
II. STRATEGIC MANAGEMENT
2. Organizational Strategy and Performance
3. Managing the External Environment
4. Goals and Organizational Effectiveness
III. INTERNAL CONTEXT OF ORGANIZATIONS
5. Organizational Structure and Design
6. Organizational Life Cycle and Growth
7. Organizational Culture and Ethics
IV. MANAGING ORGANIZATIONAL PROCESSES
8. Decision Making, Power and Politics
9. Innovation and Organizational Change
10.Organizational Technology
V. FUTURE CHALLENGES
11. Knowledge Management and the Learning Organization
12. Global Dynamics
VI. INTEGRATIVE CASES
Case A: Walton Arts Center: Act 2
Case B: AstroTech Fuel Systems
Case C: I’m From the Government—and I’m Here to Help You
Case D: AAA Construction: A Family Business in Crisis
Case E: Kerrie’s Challenge: Leading an Unpopular Change
Case F: The Zone Reorganization: Developing a Strategy for Managing Change
Case G: Murata Chemicals: A Case Study

http://www.atomicdogpublishing.com/BookDetails.asp?Session=B64152E0-7AC6-4066-9184-1DB3F4ED6AF1&BookEditionID=156