東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

Strategic Change: Inclusion of Middl...

Sanders, Randee L.

Linked to FindBook

Google Book

Amazon

博客來

Strategic Change: Inclusion of Middle Managers in the Development of Strategy May Lead to Improved Organizational Effectiveness.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Strategic Change: Inclusion of Middle Managers in the Development of Strategy May Lead to Improved Organizational Effectiveness./
Author:	Sanders, Randee L.
Description:	95 p.
Notes:	Source: Dissertation Abstracts International, Volume: 73-07(E), Section: A.
Contained By:	Dissertation Abstracts International73-07A(E).
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3499375
ISBN:	9781267237255

Strategic Change: Inclusion of Middle Managers in the Development of Strategy May Lead to Improved Organizational Effectiveness.
Sanders, Randee L.

Strategic Change: Inclusion of Middle Managers in the Development of Strategy May Lead to Improved Organizational Effectiveness. - 95 p.

Source: Dissertation Abstracts International, Volume: 73-07(E), Section: A.

Thesis (D.Mgt.)--University of Maryland University College, 2011.

The theoretical framework for this research proposes that the inclusion of middle managers in the development of strategy can result in higher levels of strategic consensus between levels of management, leading to improvements in decision making, strategy implementation, and organizational effectiveness. Following the contention that strategy is viewed as emergent, this research sought to discover if management behavior, culture, and structure influence the inclusion or exclusion of middle managers from the strategy development process; if there are provisions to include middle management in the development of strategy; and if there is a functional linkage between middle management's involvement in strategy development and organizational effectiveness. The findings suggest that strategic consensus among top and middle managers can facilitate the implementation of strategies that influence organizational performance and in order to achieve high levels of effectiveness, top managers must provide a strong sense of strategic direction and middle managers must be active players in the strategy-making process.

ISBN: 9781267237255Subjects--Topical Terms:

626628
Business Administration, Management.

Strategic Change: Inclusion of Middle Managers in the Development of Strategy May Lead to Improved Organizational Effectiveness.
LDR:02071nam a2200277 4500 001 1967735
005 20141124124226.5
008 150210s2011 ||||||||||||||||| ||eng d
020 $a 9781267237255
035 $a (MiAaPQ)AAI3499375
035 $a AAI3499375
040 $a MiAaPQ $c MiAaPQ
100 1 $a Sanders, Randee L. $3 2104799
245 1 0 $a Strategic Change: Inclusion of Middle Managers in the Development of Strategy May Lead to Improved Organizational Effectiveness.
300 $a 95 p.
500 $a Source: Dissertation Abstracts International, Volume: 73-07(E), Section: A.
500 $a Adviser: Kathleen F. Edwards.
502 $a Thesis (D.Mgt.)--University of Maryland University College, 2011.
520 $a The theoretical framework for this research proposes that the inclusion of middle managers in the development of strategy can result in higher levels of strategic consensus between levels of management, leading to improvements in decision making, strategy implementation, and organizational effectiveness. Following the contention that strategy is viewed as emergent, this research sought to discover if management behavior, culture, and structure influence the inclusion or exclusion of middle managers from the strategy development process; if there are provisions to include middle management in the development of strategy; and if there is a functional linkage between middle management's involvement in strategy development and organizational effectiveness. The findings suggest that strategic consensus among top and middle managers can facilitate the implementation of strategies that influence organizational performance and in order to achieve high levels of effectiveness, top managers must provide a strong sense of strategic direction and middle managers must be active players in the strategy-making process.
590 $a School code: 1487.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Sociology, Organizational. $3 1018023
690 $a 0454
690 $a 0703
710 2 $a University of Maryland University College. $b Doctor of Management Program. $3 1026214
773 0 $t Dissertation Abstracts International $g 73-07A(E).
790 $a 1487
791 $a D.Mgt.
792 $a 2011
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3499375