Strategy and Structure Chapters in the History of the American Industrial Enterprise

ISBN-10: 0262530090
ISBN-13: 9780262530095
Edition: 1990
List price: $50.00 Buy it from $3.00
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Description: This book shows how the seventy largest corporations in America have dealt with a single economic problem: the effective administration of an expanding business. The author summarizes the history of the expansion of the nation's largest industries  More...

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Book details

List price: $50.00
Copyright year: 1990
Publisher: MIT Press
Publication date: 8/15/1969
Binding: Paperback
Pages: 480
Size: 5.25" wide x 8.25" long x 1.25" tall
Weight: 1.122

This book shows how the seventy largest corporations in America have dealt with a single economic problem: the effective administration of an expanding business. The author summarizes the history of the expansion of the nation's largest industries during the past hundred years and then examines in depth the modern decentralized corporate structure as it was developed independently by four companies--du Pont, General Motors, Standard Oil (New Jersey), and Sears, Roebuck. This 1990 reprint includes a new introduction by the author.

Alfred D. Chandler, Jr., was Isidor Straus Professor of Business History at Harvard Business School.

Introduction--Strategy and Structure
Motives and Methods
Some General Propositions
Historical Setting
The Beginnings of Business Administration in the United States
The Coming of the Integrated, Multidepartmental Enterprise
Integration via Combination and Consolidation
Organization Building
Further Growth--The Coming of the Multidivisional Enterprise
Du Pont--Creating the Autonomous Divisions
The Centralized Structure
The Strategy of Consolidation
Creating the Multidepartmental Structure
Structural Modifications--1903-1919
Further Centralization--1919
The Strategy of Diversification
Initial Steps Toward Diversification
Intensified Pressures for Diversification
The Final Definition of the Strategy of Diversification
New Structure for the New Strategy
New Problems Created by New Strategy
The Problems Analyzed
A New Structure Proposed and Rejected
A Compromise Structure Adopted
Crisis and the Acceptance of the Multidivisional Structure
General Motors--Creating the General Office
The Durant Strategy
The Sources of Durant's Strategy
The Creation of General Motors
The Storrow Regime
Durant's Return and Renewed Expansion and Integration
Du Pont Contributions to Durant's Organization
The Crisis of 1920
The Sloan Structure
The Sources of Sloan's Structure
The "Organization Study"
Minor Modifications
Putting the New Structure into Operation
Defining Divisional Boundaries
The Development of Statistical and Financial Controls
Defining the Role of the Advisory Staff
The Role of the Executive Committee
The Finished Structure
A Comparison of Organization Building at General Motors and du Pont
Standard Oil Company (New Jersey)--Ad Hoc Reorganization
Structure and Strategy Before 1925
The Strategy of Vertical Integration and Continued Expansion
Vertical Integration and the Creation of New Functional Departments
Expansion and the Older Departments
The Growth of Staff Departments
The Board
Initial Awareness of Structural Weaknesses
The Initial Reorganization--1925-1926
Teagle's Troubles
The 1925 "Program"
The Coordination Department and Committee
The Budget Department and Committee
Reorganizing the Marketing Department
Reorganizing the Manufacturing Department
The Creation of the Multidivisional, "Decentralized" Structure
Continuing Difficulties
The 1927 Changes
Working Out the New Structure
Some Final Considerations
Sears, Roebuck and Company--Decentralization, Planned and Unplanned
Changing Strategy and Structure
Initial Strategy and Structure
The New Strategy
Structural Strains Created by the New Strategy
Abortive Decentralization
The Frazer Committee
The Committee's Proposals
Carrying Out the Committee's Proposals
Frazer Reviews the New Structure
Continuing Conflict and Resulting Proposals
The Territorial Organization Scrapped
Evolutionary Decentralization
The Centralized Retail Organization
Decentralization of the Retail Organization
The Growth of Local Regional Administrative Units
The Return to the Territorial Organization
The Final Structure
Organizational Innovation--A Comparative Analysis
The Adaptive Response
Building the Functional Departments
Building the Central Office
The Creative Innovation
The Conditions for Innovation
The Process of Innovation
The Significance of the Innovation
Organizational Innovators
An Organization Builder's Personality and Training
Sources of Information
The Spread of the Multidivisional Structure
Industries Not Accepting the New Structure
Copper and Nickel
Steel
Aluminum
Materials
Industries Partially Accepting the New Structure
Processors of Agricultural Products
Rubber
Petroleum
Industries Widely Accepting the New Structure
Electrical and Electronics
Power Machinery and Automobiles
Chemicals
Variations on Structural Change
The Merchandising Enterprises
Summary of the Process of Structural Change within the Enterprise
Conclusion--Chapters in the History of the Great Industrial Enterprise
The First Chapter--Accumulating Resources
The Second Chapter--Rationalizing the Use of Resources
The Third Chapter--Continued Growth
The Fourth Chapter--Rationalizing the Use of Expanding Resources
References
Notes
Index

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