Organization and Environment: Managing Differentiation and IntegrationDivision of Research, Graduate School of Business Administration, Harvard University, 1967 - Business & Economics - 279 pages Study of characteristics of management and business organization which allow firms to deal effectively with technological change, market changes and similar environmental change - covers theoretical aspects, aspects of marketing, decision making, human relations, leadership, etc., and includes an appendix on methodology and case studies of operational research and scientific management in the chemical industry, the food industry and the packaging industry in the USA. References. |
Contents
BACKGROUND AND APPROACHES TO THE STUDY | 1 |
ORGANIZATIONS IN A DIVERSE AND DYNAMIC | 23 |
Basic Departments in | 30 |
Copyright | |
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achieving integration applied research behavior Burns and Stalker certainty CHAPTER chief executive classical competence complex concerned confrontation container industry container organization contingency theory cross-functional teams deal decisions departmental determinants of effective developed differentiation and integration effective conflict resolution effective organizations factors findings firms flict food industry food organization formal functional departments ganization Harvard Business School hierarchy high-performing organization highly differentiated human relations human relations movement important indicated innovation integrating department integrating devices integrating unit interdepartmental conflict interpersonal interviews involved issues izations Joan Woodward knowledge less levels low-performing organization major managerial Medium ment organiza organization theory organizational organizational studies plastics industry plastics organization practices predicted problems relationship relative required differentiation research units resolve conflict scheduling scientific scores six organizations structure suggest Table task technical techno-economic tion top executives top managers total influence variables