STRATEGY AND STRUCTURE

Contents
INTRODUCTION STRATEGY AND STRUCTURE
Motives and Methods .
Some General Propositions.

1. HISTORICAL SETTING
The Beginnings of Business Administration in the United States.
The Coming of the Integrated, Multidepartmental Entereprise.
Integration via Combination and Consolidation Organization Building.
Further Growth The coming of the Multidivisional Enterprise.

2. DU PONT CREATIG THE AUTONOMOUS DIVISIONS.

THE CENTRALIZED STRUCTURE
The strategy of Consolitation
Creating the Multidepartmental Structure.
Structural Modifications

THE STRATEGY OF DIVERSIFICATION
Initial Steps Toward Diversification.
Intensified Pressures for Diversification.
The Final Definition of the Strategy of Diversification.

NEW STRUCTURE FOR THE 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.

3. GENERAL MOTORS CREATING THE GENERAL OFFICE

THE DURANT STRATEGY
The Sources of Durants Strategy
The Creation of General Motors
The Storrow Regime
Durants Return and Renewed Expansion and Integration
Du Pont Contributions to Durants Organization The Crisis of 1920.



THE SLOAN STRUCTURE
The Sources of Sloans 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 Excecutive Committee
The Finished Structure
A comparision of Organization Building at General Motors and du Pont

4. STANDARD OIL COMPANY (NEW JERSEY) A HOC REORGANIZATION

STRUCTURE AND STRATEGY BEFORE
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
Teagles Troubles
The 1925 Program
The Coordination Department and Committee
The Budget Department and Committee
Reorganizing the Marketing Deparment

THE CREATION OF THE MULTIDIVISIONAL, DECENTRALIZED STRUCTURE
Continuing Difficulties
The 1927 Changes
Working Out the New S tucture
Some final Considerations

5. SEARS, ROEBUCK AND COMPANY DECENTRALIZATON, 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 Proposals
Carrying Out the committee Proposals
The territorial Organization Scrapped
EVOLUTIONARY DECENTRALIZATION
The centralized Retail Organization
The Growth of local Regional Administrative Units
The return to the Territorial Organization
The final structure

6. 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 Builde4rs Personality and Training
Sources of Information

7. THE SPREAD OF THE MULTIDIVISIONAL STRUCTURE

INDUSTRIES NOR ACCEPTING THE NEW STRUCTURE
Coper 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 CHANG
The Merchandising Enterprises
Summary of the process of structural change within the Enterprise.

CONCLUSION CHAPTERS IN THE HISTORYOF 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