Making Strategy and Organization Compatible

  • Authors
  • Claude¬†Michaud
  • Jean-Claude¬†Thoenig

Table of contents

  1. Front Matter
    Pages i-xii
  2. Claude Michaud, Jean-Claude Thoenig
    Pages 1-10
  3. Claude Michaud, Jean-Claude Thoenig
    Pages 11-23
  4. Claude Michaud, Jean-Claude Thoenig
    Pages 24-46
  5. Claude Michaud, Jean-Claude Thoenig
    Pages 47-68
  6. Claude Michaud, Jean-Claude Thoenig
    Pages 69-94
  7. Claude Michaud, Jean-Claude Thoenig
    Pages 95-135
  8. Claude Michaud, Jean-Claude Thoenig
    Pages 136-156
  9. Claude Michaud, Jean-Claude Thoenig
    Pages 157-165
  10. Claude Michaud, Jean-Claude Thoenig
    Pages 166-180
  11. Back Matter
    Pages 181-196

About this book

Introduction

This book argues that for many companies organisation is designed to achieve operational optimization and may be in conflict with strategic objectives. Managers may not share similar decision criteria and this may facilitate or hinder the fulfilment of certain strategies. The role of top managers is to shape to a large extent the ability of the organisational system to implement and achieve strategic objectives. This book provides breakthrough thinking on these issues by two leading academic thinkers.

Keywords

complexity General Management management Manager Organisation organization organizations strategy

Bibliographic information

  • DOI https://doi.org/10.1057/9780230512085
  • Copyright Information Palgrave Macmillan, a division of Macmillan Publishers Limited 2003
  • Publisher Name Palgrave Macmillan, London
  • eBook Packages Palgrave Business & Management Collection
  • Print ISBN 978-1-349-51056-6
  • Online ISBN 978-0-230-51208-5
  • About this book