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首页> 外文学位 >MANAGING STRATEGY CHANGE IN THE CONTEXT OF SIGNIFICANT DISLOCATION TO THE BUSINESS ENVIRONMENT AND A STRONG STAKEHOLDER PRESENCE (WESTERN AIRLINES, DEREGULATION).
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MANAGING STRATEGY CHANGE IN THE CONTEXT OF SIGNIFICANT DISLOCATION TO THE BUSINESS ENVIRONMENT AND A STRONG STAKEHOLDER PRESENCE (WESTERN AIRLINES, DEREGULATION).

机译：在业务环境显着转移和强大的利益相关者影响力（西方航空公司，放松管制）的背景下管理策略变化。

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摘要

The primary hypothesis of this thesis is that in situations requiring substantial strategy realignment in response to dislocation in the business environment and characterized by significant stakeholder power, management's ability to implement these changes will depend upon developing a strategy that reflects, and is seen to reflect, the interests and needs of those stakeholders. To this end the general manager is required to see his task as much as a political as well as a technical challenge.;The research is based on observations of the strategy adjustment process at Western Airlines Limited in the wake of deregulation for the U.S. airline industry in 1978. Many new low-priced low-cost airlines emerged shortly after the legislation was signed. As these airlines rapidly gained market share, they created sufficient pressure to force established carriers to adjust their prices, and thus their operating costs, downward. As this industry had a very high percentage of unionized employees, there was strong institutional resistance to loss of pay and employee benefits.;To understand the tasks such an environment imposes on managers, this thesis analyzes a "Changing Private Sector Management System." It differentiates between two perspectives on management roles which reflect the political realities on the management process of "power" groups other than the executive management. In situations where stakeholder power is limited, the option of traditional "management rights" to "command and control" decision-making in the enterprise remains intact. In situations where sufficient stakeholder power exists, effective managers must "negotiate" with such groups to develop new strategies.;The cost of managers misperceiving the true context in which they are managing relates not only to finances or market shares, but also to the probable loss of management control over the process by which the final strategy changes are settled, and further, may result in permanent and fundamental changes to the governance of the organization.
机译：本论文的主要假设是，在因业务环境中的错位而需要对战略进行重大调整并以利益相关者强大的权力为特征的情况下，管理层实施这些更改的能力将取决于制定能够反映并被认为能够反映，这些利益相关者的利益和需求。为此，总经理必须看到他的任务既是政治上的，也是技术上的挑战。；该研究是基于对美国航空业放松管制之后Western Airlines Limited的战略调整过程的观察得出的。 1978年，立法签署后不久，出现了许多新的低价低成本航空公司。随着这些航空公司迅速获得市场份额，它们产生了足够的压力，迫使已建立的承运人调整价格，从而降低其运营成本。由于这个行业的工会员工比例很高，因此在制度上对薪酬损失和员工福利产生了强烈的抵制。为了理解这种环境对管理人员的任务，本文分析了“不断变化的私营部门管理体系”。它区分了关于管理角色的两种观点，这两种观点反映了除执行管理层以外的“权力”集团的管理过程的政治现实。在利益相关者的权力受到限制的情况下，传统的“管理权”在企业中由“命令与控制”决策的选择仍然完好无损。在存在足够的利益相关者权力的情况下，有效的经理人必须与此类组织“协商”以制定新的战略。；经理人误解了他们所管理的真实环境的成本不仅与财务或市场份额有关，而且还与可能的情况有关。失去解决最终战略变更的过程的管理控制权，并且进一步可能导致组织治理的永久性和根本性变更。

著录项

  • 作者

    KLEIN, ADAM.;

  • 作者单位

    Harvard University.;

  • 授予单位 Harvard University.;
  • 学科 Business administration.
  • 学位 D.B.A.
  • 年度 1987
  • 页码 303 p.
  • 总页数 303
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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