The Competitive Organization
© 1992, McGraw-Hill International (UK) Ltd, ISBN 0 07 707480 7
In a period of rapid change it is crucial to identify the most important ingredients of organizational success – retaining the ability to be entrepreneurial and – most importantly – competitive.
This book details what we know about effective organization and describes how managers can use this knowledge to improve their organization’s competitive performance. Practical questionnaires are provided that enable the reader to diagnose the position of his or her organization , and a unique competitive strategy and culture model shows how to make the necessary management initiatives to improve its position.
As well as being a practical ‘how to’ book it also has a sound academic research base that combines both organizational behaviour and strategic management in a single, readable form.
The Competitive Organization is divided into four parts. Part One identifies the most important ingredients of success in a period of rapid change. … the achievement of business maturity when the organization is at its strongest … this book debunks the orthodox wisdom of business maturity and suggests how such businesses can remain entrepreneurial and innovative. Parts Two and Three identify the key characteristics of an organization’s strategy and culture … Part Four … shows how the competitive strategy and culture model can be used by the reader to determine the current position of his or her own business as well as the steps necessary to become focused and progressive – essential characteristics of the competitive organization in the 1990s.’
‘Technological developments are the only plausible explanation for the explosion of wealth that has taken place since industrialization. It is at least arguable that all change, including social and organizational change, has its roots in technological development.
A focused strategy is one where everyone in the organisation knows what they are trying to achieve and how to achieve it … To ensure that it is truly competitive the organization must also have a progressive culture that engages the intelligence, skills and commitment of all its people. … Turning your organization into a successful competitor … may not be easy, but it is hoped the competitive model helps. Tomorrow’s organizations must achieve this position.