Kategoria BISAC: Business & Economics >> Structural Adjustment

Beverly Fletcher takes an inside out look at Organization Transformation (OT). OT is a new area of theory and practice which effectively helps organizations make large-scale changes in purpose, structure, culture, and strategy. The past decade has seen rapidly changing environmental conditions which have made previously successful organizational practices ineffective. Economic, cultural, social, and political trends have combined to create a critical need for theories and practices that aid transformative changes in organizations. Fletcher's book explores this topic by studying fourteen...

In a bold attempt to develop an innovative theory of political change arising from dual economic and political transformations, Iheduru maintains that economic structural adjustment policies have unintended political consequences, leading to democratic liberalization in post-colonial African states. Using classical, dependency, and neoliberal approaches as a backdrop, he demonstrates that structural adjustment policies shaped by conditionality measures foster the operation of free-enterprise market forces. As a social consequence of the reform effort, winners and losers organize to protect...

Here is a complete guide to company reorganization for the executive who must get the job done rapidly, humanely, and effectively. Beginning with a lineup of compelling reasons for reorganization, it carries the reader through a how-to-go-about-it sequence of planning, communicating, and carrying out, from get-ready to wrap-up.

An important new resource for managers in marketing, finance, acquisitions analysis, and strategic planning, this book explores a question central to the financial health of every company: Is there a rate of corporate growth that is both desirable and sustainable? As the authors point out, excessive growth in sales can be as destructive to the survival of a firm as no growth. Here they present analytical models and tools that enable corporate planners to evaluate their own growth needs, target realistic expectations, and assess the collateral risks of growing either too fast or too slow....

Although much has been written about how organizations renew themselves, little attention has been given to why they go into decline. Mary Guy's groundbreaking new study looks at both sides of the issue, first analyzing the symptoms of and reasons for organizational decline, and then exploring the requirements for renewal. Drawing upon her own original research and a detailed examination of case studies in both the public and private sector, Guy takes as her conceptual framework the theories that have informed organizational development research. She traces the decline-followed-by-renewal...

Many writers assume that employees will be as committed as managers to changing work organizations to meet the demands of global competition. Charles Boyd discusses reasons why many employees do not commit to these changes. He explains how an oversized menu of life choices complicates many people's lives, with profound changes in the family, government, organized religion, and education adding to many people's confusion. These problems cause employees to reject still more change at work, making it difficult for managers to get the commitment they need to the changes they must make. Boyd...

Current thinking about how to improve strategic planning (now upgraded to strategic thinking) and decision making by managers at all levels is to employ some aspect of information systems technology. Although this approach has worked well for most organizations, chief executives are now asking their managers to do what they do best but to do it better. But how? Future thinking about improving strategic thinking and decision making involves integrating creativity with the latest in information systems. Hence, the power of the computer can be an important means to assist managers in doing...

Creative and innovative management has come to be seen as essential in a world buffeted by rapid and dramatic change. Initially seen as characteristic of dynamic, entrepreneurial organizations, creative and innovative management is now seen as critical to the survival of large bureaucracies, whether they are part of the public or the private sectors.

This volume draws together major management scholars and strategists who examine the forces and factors that enhance or inhibit creative and innovative activities in large organizations. Examples are drawn from the United States and Japan...

This book tells how two successful financial services companies, Century Companies of America and CUNA Mutual Insurance, met the challenges of a changing marketplace by tranforming themselves through joining forces. Cowritten by Century Companies' CEO, the book describes how the boards and executives of the two companies reached the conclusion that affiliation with another company was the best strategy, how they selected each other as partners, how they accomplished the integration of the two organizations, the challenges they faced in doing so, and the lessons learned in the process....

Transformation and change are not the same. Innovations like TQM, reengineering, the learning organization, and benchmarking are certainly changes, but they require the fundamental revisions that can only be found in true organizational transformations--that is, in leadership style and organizational culture. Dr. Alkhafaji makes clear that change must be planned and have a clear purpose, and that managers must develop the special skills that are needed to prepare their organizations for change. His book presents a framework to assess corporate performance and thus to enhance long-term...

Critical to the success of any organization is a characteristic called dynamism. Exactly the opposite of anhedonia, or listlessness, dynamism is identified with intensity, enthusiasm, and motivation, qualities that enable people in organizations to get things done. Psychologist Wayne Pace clarifies the meaning of dynamism and its various roles in organizational functioning, provides ways to enhance and measure it, and introduces to human resource professionals a new model of career progression based upon it. Better grounded in scientific principles and data than other books dealing with...

Managing Technology to Meet Your Mission is a practical resource that will help nonprofit professionals make smart, strategic decisions about technology. The book shows how to effectively manage technology and offers practical advice for decision makers and staff alike who often have little or no experience with technology.

With contributions from the top experts in the nonprofit technology field, this must-have guide addresses technology planning and people. It includes the tools you need to get the work done, and the knowledge that will help you communicate better, evaluate...

Since the mid-1980s, the development of competitive strategies based on intensive innovation has deeply transformed the design of new products and services. Much has been written about new methods and organizations that are likely to develop economically competitive and creative capacities in companies. But much less has been written about transformation of work and identity of professionals involved in these transitions: engineers, industrial designers, researchers, professionals in marketing strategy and especially project managers. The work of "innovation professionals" is truly...