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