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Book Description

First published in 1985, this book is about Imperial Chemical Industries’ response to the changing social, political, business and economic environment over the past twenty years. Using personal interviews and archival material, Andrew Pettigrew examines the evolution of business strategy, organisation structure and culture, technology and union-management relations within this corporate giant over an extended period of time. It is a compelling account, told from the inside, by one of the world’s leading management and organisation theorists. The Awakening Giant has made a major practical and theoretical contribution to the study of corporate strategy, organisational analysis and change, and business history. Anyone with an interest in managing change in a large corporation will find this reissue rewarding reading.

Table of Contents

  1. Front Cover
  2. The Awakening Giant
  3. Title Page
  4. Copyright
  5. Title Page
  6. Copyright
  7. Dedication
  8. Contents
  9. Acknowledgements
  10. Preface
  11. 1 Research on Organisational Change and Development and Strategic Change: Some Limitations
    1. Organisational Change and Development
    2. Origins, History, and Development of Organisational Development
    3. Research on Organisational Change and Development
    4. Context and Process in Existing Research on Organisational Change
    5. Elements of the Literature on Strategic Choice and Change
    6. Bearings
  12. 2 Context, Culture and Politics: The Development of Strategic Change
    1. Criticisms of Organisation Theory and Behaviour
    2. Analytical Bearings: Linking Context, Process, and Organisational Changing
    3. Data Base and Research Questions
    4. The Political and Cultural Perspective on Organisational Process
    5. The Levels of Analysis and Particular Study Questions
  13. 3 Ici in its Changing Business and Economic Context
    1. Trends and Characteristics of the Chemical Industry
    2. Some Trends and Characteristics of the UK Chemical Industry and Its Economic Context, 1960–83
    3. The Recent Business History, Culture, and Performance of ICI
    4. ICI Compared with Some Major Competitors, 1967–81
  14. 4 Implementing Corporate Change: A Role for Organisation Development 1965–72
    1. The Central Organisation Development Resources, 1964–72: An Overview
    2. Antecedents of MUPS and WSA
    3. Dealing with Resistance to Change: The Birth and Early Life of Central Organisation Development
    4. The Legacy of WSA and SDP
  15. 5 The Heavy Hand of History: Business Development and Social Innovation in Agricultural Division
    1. Billingham Division: Business History, Organisation and Culture 1920–57
    2. Business History and Development, 1958–83
    3. Agricultural Division Organisation Development: An Overview
    4. Antecedents of Organisation Development
    5. Social Innovation in Agricultural Division 1962–69
  16. 6 The Organic Strategy for Creating Change: Agricultural Division
    1. Birth and Pioneering, 1969–72
    2. Diffusion and Doubt, 1972–76
    3. Opportunism and Refocussing 1977–83
    4. Postscript: Business Survival and Regeneration: A Role for Organisation Development for the 1980’s?
  17. 7 The Enforced Strategy for Creating Change: Petrochemicals Division
    1. Heavy Organic Chemicals/Petrochemicals Division: Business History, Organisation, and Culture: 1958–81
    2. Petrochemicals Division Organisation Development Unit: An Overview
    3. Antecedents of the Organisation Development Unit
    4. The Birth: From Task Force to Organisation Development Unit 1970–72
    5. Demise of the Organisation Development Unit 1972–73
    6. Organisation Development: The End
  18. 8 The Change Strategy Without Political Support: Plastics Division
    1. Plastics Division: Business History, Organisation and Culture, 1945–81
    2. Plastics Division’s Use of Specialist Organisation Development Resources: An Overview
    3. Antecedents
    4. Creation and Early Life of Training and Personnel Development Department
    5. Redundancy and the False Dawn, 1972–76
    6. The Demise of Organisation Development in Plastics Division
  19. 9 The Top-Down Strategy for Creating Change: Mond Division
    1. Business History, Organisation, and Management Culture
    2. Mond Division’s Use of Development Resources: An Overview
    3. Organisation Development and the Mond Board, 1970–76
    4. Organisation Development in the Trenches: The Works and Industrial Relations 1965–76
    5. The Lostock Experiment and its Legacy
    6. The Beginnings of Purpose and Unity on the Mond Board, 1977–79
    7. Business Crisis: Harnessing the Developmental Capability in Mond, 1979–83
  20. 10 Strategic Change and Organisation Development at the Centre of Power, 1973–83
    1. The Structure, Systems, and Top Management Culture of ICI in the 1970’s
    2. The Condition and Use of Organisation Development, 1973–77
    3. Opening up ICI to Strategic Change: the 1974–77 Attempts
    4. Strategic Change and the Condition and Use of Organisation Development, 1973–83
    5. The Contribution of Organisation Development Resources and Methods to Strategic Change in ICI
  21. 11 Processes of Strategic Change: Some Patterns
    1. The Overall Pattern of Change: Revolution and Incremental Adjustment
    2. Some Patterns in Processes of Strategic Change
    3. Managerial Tasks in Creating Strategic Change
  22. 12 The Use, Impact, and Fate of Specialist Change Resources
    1. Variation in the Natural History of Development and Impact of Organisation Development Resources in ICI
    2. Contexts, Antecedents, and Birth Processes of Organisation Development in ICI
    3. The Structure, Internal Development, Strategy, and Legitimacy of the Organisation Development Groups
    4. The Dilemma of Exclusivity and Inclusivity for Innovating Groups
    5. The ICI Use of Organisation Development: Some Lessons
  23. References
  24. Index
18.188.40.207