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Putting Process Into Strategy / Organisational Capabilities: Structure and Systems / Organisational Capabilities: Culture and Power, 2nd Ed.

Strategy -- Books 7 / 8 / 9

The Open University

Publisher: The Open University, 1999 , 152 pages

ISBN: 0-7492-9205-9

Keywords: MBA, Strategy

Synopsis:

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Table of Contents:

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  • Book 7 Putting Process Into Strategy
    1. Introduction
      • 1.1 Learning Objectives of This Book
    2. Strategy Process, Time and Change
      • 2.1 Time as a Source of Competitive Advantage
      • 2.2 Managing Time in Strategic Change
    3. Strategic Decisions
      • 3.1 Types of Strategic Decisions
      • 3.2 Describing Decision Process
    4. Patterns in Strategic Decisions: Processes of Strategy Development
      • 4.1 Political Strategy Formulation
        • 4.1.1 Political analysis: power and influence
        • 4.1.2 Political analysis: allies and opponents
          • The actor/issue matrix
          • The relationship matrix
          • Force field analysis
        • 4.1.3 Political strategy formulation
        • 4.1.4 Negotiation for alliances
        • 4.1.5 Offence and defence
      • 4.2 Politics, Planning, Incrementalism and Logical Incrementalism
      • 4.3 Alternative Explanation of Strategy Development: Leadership, Culture and Enforced Choice
        • 4.3.1 Leadership
        • 4.3.2 Culture
        • 4.3.3 Enforced choice
      • 4.4 Strategy Development ‘Profiles’
    5. Strategic Thinking
    6. Organisational Learning
      • 6.1 From Organisational Learning to the Learning Organisation
    7. Summary and Conclusion
  • Book 8 Organisational Capabilities: Structure and Systems
    1. Introduction
      • 1.1 Learning Objectives of This Book
      • 1.2 Different Circumstances, Different Structures
      • 1.3 Reaching for New Structures
    2. Structural Components, Contingencies and Configurations
      • 2.1 Introduction
      • 2.2 Design Parameters
      • 2.3 Mintzberg’s Hypotheses
      • 2.4 Application and Evaluation
      • 2.5 Structure, Systems and Advantage
    3. Strategy and Systems
      • 3.1 Introduction
      • 3.2 Strategic Control Systems
      • 3.3 Systems in Action
    4. Strategy, Structure and Systems
      • 4.1 Structure and Systems as Organisational Capabilities
      • 4.2 Structural Progression
      • 4.3 Synthesising Strategy and Structure
      • 4.4 Structure and the Pursuit of Competitive Advantage
      • 4.5 Innovation in Structures
      • 4.6 New Organisational Forms
      • 4.7 Organisations as Networks of Transactions
    5. Summary and Conclusion
  • Book 9 Organisational Capabilities: Culture and Power
    1. Introduction
      • 1.1 Learning Objectives of This Book
    2. What is Culture?
      • 2.1 Some Specific Elements of Culture
      • 2.2 How are Cultures Formed?
      • 2.3 Corporate and Organisational Cultures
      • 2.4 Culture as Capability or Resource
        • 2.4.1 Corporate culture, national culture and institutional culture
      • 2.5 Culture and Ethics
        • 2.5.1 Culture, ethics and advantage
      • 2.6 National Cultures and Organisational Cultures
        • 2.6.1 Asian and Western institutional contexts and cultural paradigms
      • 2.7 Culture and the Paradigm
      • 2.8 The Knowledge-Creating Company
      • 2.9 Summary
    3. Culture, Power and Change
      • 3.1 Management of Strategic Change
      • 3.2 The Intersection of Power and Culture change: The Case of Paradigm Change
      • 3.3 Strategic Change: Managing Meaning and the Role of the Leader
      • 3.4 Strategic Change: Recovery Strategies and Turnarounds
    4. Power
      • 4.1 What is Power?
      • 4.2 Power Structures
      • 4.3 Power Over What?
      • 4.4 Managing Strategy and Power
    5. Summary and Conclusion

Reviews:

Putting Process Into Strategy / Organisational Capabilities: Structure and Systems / Organisational Capabilities: Culture and Power

by Roland Buresund — last modified 2014-01-25 18:35

Rating: ****** (Decent)

MBA material, what do you expect?
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