Modern technology and changing economics are forcing corporations away from traditional hierarchial management models. A new model is arising: the cluster organization, which imaginatively combines individual initiative with teamwork and is a workable alternative to the Japanese emphasis on the group (Theory Z). The cluster organization reflects basic changes in decision rules and in the number and role of managers. A ''cluster'' comprises people drawn from different disciplines who work together to complete a mission, and who handle administrative functions themselvesits purpose is to create and exploit competitive advantage. Shows how to develop a cluster in an organization, and contains real-life examples of cluster organization in different industries.
|Product dimensions:||6.08(w) x 9.13(h) x 0.89(d)|
Table of Contents
Shortchanged by Traditional Ways.
Changing the Fundamentals: A One-Way Ticket to the Future.
Letting Go: Learning the Gorbachev Lesson.
''It's Like a Beehive'': How Clusters Harness Cooperation and Competition.
''Keeping Tight Control Is Out of Date'': The Revolution at British Petroleum.
Linking Strategy, Structure, and Attitudes: The Corporation of the Future.
WHAT MANAGERS CAN DO.
Seven Steps: How to Set Up Clusters.
''What Would You Like to Do Here?'': Surviving and Prospering in a Cluster Organization.
New Visions Versus Old Habits: Managerial Practices for Clusters.
The Fourth Form: From Mob to Hierarchy to Matrix to Cluster.
Boxes and Circles: The Distinctive Organization Chart.
The Changing Role of Middle Managers.
Breaking New Ground at Du Pont.
THE OPPORTUNITY FOR PEOPLE.
Empower Me: Catalysts for Clusters.
Caves and Coves: Physical Space for Clusters.
Working in Clusters at GE Canada.