Authors: Alfred D. Chandler
ISBN-13: 9781587981982, ISBN-10: 158798198X
Format: Paperback
Publisher: Beard Books, Incorporated
Date Published: January 1962
Edition: (Non-applicable)
In this 1962 text, Chandler (emeritus, business history, Harvard Business School) comparatively examined the relationship between business strategy and administrative structure in the cases of General Motors, DuPont, Standard Oil, and Sears Roebuck. In each case, he argued, the modern, multidivisional structures fashioned by the businesses were driven by strategies for expansion. This work is cited in Books for College Libraries, 3d ed. Annotation ©2004 Book News, Inc., Portland, OR
Introduction--Strategy and Structure | 1 | |
Motives and Methods | 1 | |
Some General Propositions | 7 | |
1 | Historical Setting | 19 |
The Beginnings of Business Administration in the United States | 20 | |
The Coming of the Integrated, Multidepartmental Enterprise | 24 | |
Integration via Combination and Consolidation | 29 | |
Organization Building | 36 | |
Further Growth--The Coming of the Multidivisional Enterprise | 42 | |
2 | Du Pont--Creating the Autonomous Divisions | 52 |
The Centralized Structure | 52 | |
The Strategy of Consolidation | 53 | |
Creating the Multidepartmental Structure | 57 | |
Structural Modifications--1903-1919 | 62 | |
Further Centralization--1919 | 67 | |
The Strategy of Diversification | 78 | |
Initial Steps Toward Diversification | 79 | |
Intensified Pressures for Diversification | 83 | |
The Final Definition of the Strategy of Diversification | 88 | |
New Structure for the New Strategy | 91 | |
New Problems Created by New Strategy | 92 | |
The Problems Analyzed | 94 | |
A New Structure Proposed and Rejected | 96 | |
A Compromise Structure Adopted | 100 | |
Crisis and the Acceptance of the Multidivisional Structure | 104 | |
3 | General Motors--Creating the General Office | 114 |
The Durant Strategy | 114 | |
The Sources of Durant's Strategy | 115 | |
The Creation of General Motors | 118 | |
The Storrow Regime | 120 | |
Durant's Return and Renewed Expansion and Integration | 122 | |
Du Pont Contributions to Durant's Organization | 125 | |
The Crisis of 1920 | 128 | |
The Sloan Structure | 130 | |
The Sources of Sloan's Structure | 130 | |
The "Organization Study" | 133 | |
Minor Modifications | 140 | |
Putting the New Structure into Operation | 142 | |
Defining Divisional Boundaries | 142 | |
The Development of Statistical and Financial Controls | 145 | |
Defining the Role of the Advisory Staff | 153 | |
The Role of the Executive Committee | 157 | |
The Finished Structure | 158 | |
A Comparison of Organization Building at General Motors and du Pont | 161 | |
4 | Standard Oil Company (New Jersey)--Ad Hoc Reorganization | 163 |
Structure and Strategy Before 1925 | 164 | |
The Strategy of Vertical Integration and Continued Expansion | 170 | |
Vertical Integration and the Creation of New Functional Departments | 172 | |
Expansion and the Older Departments | 175 | |
The Growth of Staff Departments | 177 | |
The Board | 181 | |
Initial Awareness of Structural Weaknesses | 182 | |
The Initial Reorganization--1925-1926 | 185 | |
Teagle's Troubles | 186 | |
The 1925 "Program" | 188 | |
The Coordination Department and Committee | 189 | |
The Budget Department and Committee | 193 | |
Reorganizing the Marketing Department | 196 | |
Reorganizing the Manufacturing Department | 199 | |
The Creation of the Multidivisional, "Decentralized" Structure | 205 | |
Continuing Difficulties | 205 | |
The 1927 Changes | 208 | |
Working Out the New Structure | 216 | |
Some Final Considerations | 221 | |
5 | Sears, Roebuck and Company--Decentralization, Planned and Unplanned | 225 |
Changing Strategy and Structure | 225 | |
Initial Strategy and Structure | 226 | |
The New Strategy | 233 | |
Structural Strains Created by the New Strategy | 237 | |
Abortive Decentralization | 241 | |
The Frazer Committee | 242 | |
The Committee's Proposals | 243 | |
Carrying Out the Committee's Proposals | 249 | |
Frazer Reviews the New Structure | 252 | |
Continuing Conflict and Resulting Proposals | 253 | |
The Territorial Organization Scrapped | 260 | |
Evolutionary Decentralization | 261 | |
The Centralized Retail Organization | 261 | |
Decentralization of the Retail Organization | 265 | |
The Growth of Local Regional Administrative Units | 267 | |
The Return to the Territorial Organization | 268 | |
The Final Structure | 276 | |
6 | Organizational Innovation--A Comparative Analysis | 283 |
The Adaptive Response | 284 | |
Building the Functional Departments | 285 | |
Building the Central Office | 290 | |
The Creative Innovation | 299 | |
The Conditions for Innovation | 299 | |
The Process of Innovation | 303 | |
The Significance of the Innovation | 309 | |
Organizational Innovators | 314 | |
An Organization Builder's Personality and Training | 315 | |
Sources of Information | 320 | |
7 | The Spread of the Multidivisional Structure | 324 |
Industries Not Accepting the New Structure | 326 | |
Copper and Nickel | 327 | |
Steel | 331 | |
Aluminum | 337 | |
Materials | 340 | |
Industries Partially Accepting the New Structure | 342 | |
Processors of Agricultural Products | 344 | |
Rubber | 350 | |
Petroleum | 352 | |
Industries Widely Accepting the New Structure | 362 | |
Electrical and Electronics | 363 | |
Power Machinery and Automobiles | 370 | |
Chemicals | 374 | |
Variations on Structural Change | 378 | |
The Merchandising Enterprises | 378 | |
Summary of the Process of Structural Change within the Enterprise | 380 | |
Conclusion--Chapters in the History of the Great Industrial Enterprise | 380 | |
The First Chapter--Accumulating Resources | 386 | |
The Second Chapter--Rationalizing the Use of Resources | 387 | |
The Third Chapter--Continued Growth | 390 | |
The Fourth Chapter--Rationalizing the Use of Expanding Resources | 393 | |
References | 397 | |
Notes | 399 | |
Index | 455 |