Organisational Design and Leadership

Defines the organisational revolution as a replacement of the prevailing organisational vision rather than a change in such factors as leadership style and strategy

Investigates the complementarity between leadership and the organisation during the organisational evolution phase

Uses the empirical results from data obtained from the Current Practices of Information Processing survey by the Japanese Ministry of Economy, Trade and Industry (METI)

Contenu
Part I. Introduction. Ch1 Issues in Theories of the Organisational Change.- Ch2 Perspectives on the Organisation (1. Human system 2. Contract system 3. Information processing system).- Part II. Two Phases of the Organisation.- Ch3 Organisational Evolutions.- Ch4 Crises.- Ch5 Emergencies.- Ch6 Decline of the orthodox vision (1 Organisational Revolution 2 Normalisation).- Part III. Organisational Design.- Ch7 Organisational IQ.- Ch8 Centralisation vs Decentralisation.- Ch9 Sharing Information.- Part IV. Leadership.- Ch10 Roles of the Leader.- Ch11 Complementarity between Leadership and Organisation.- Part V. Conclusions.- Ch12 Summary and Issues Unaddressed.- Ch13 Implications.- Ch14 (1 For revolutionaries 2 For the establishment 3 For researchers 4 For policy makers).