Strategic Management and Organisational Dynamics

Abstract

1.The nature of strategy PART ONE 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 TWO 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 THREE ORGANISATION DYNAMICS 8.Organisations are feedback systems 9.System dynamics far from equilibrium PART FOUR 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 FIVE CREATIVITY AND TENSION BETWEEN LEGITIMATE AND SHADOW SYSTEMS 13.Strategic management and organisational dynamics in perspective