Introduction | |
The research programme | |
The structure of the book | |
The Nature and Development of the Multi-Divisional Company | |
Diversified, multi-divisional companies | |
Conclusion | |
The Strategy Concept | |
Strategic human resource management | |
Links between corporate and HRM strategy | |
The strategic choice perpective | |
Three levels of strategy | |
Summary | |
Corporate Strategy and the Influence of Personnel | |
Types of strategies | |
The influence of human resource issues on corporate strategy | |
The influence of corporate strategy in human resource management | |
Critical corporate human resource management decisions | |
The effect of financial control systems | |
Summary | |
The Corporate Personnel Department | |
Organizing the personnel department in the multi-divisional company | |
How big should the corporate personnel department be? | |
Detemining the corporate personnel role | |
Nine roles for corporate personnel departments | |
Summary | |
Strategy and the Structure of Collective Bargaining | |
Some key definitions | |
The evolving structure of collective bargaining in the UK | |
Forces encouraging bargaining structure change | |
Strategic choice in collective bargaining: centralized v. decentralized | |
Advantages of different bargaining structures | |
Choosing the best bargaining structure | |
The politics of bargaining decentralization | |
Summary | |
Management Style in the Multi-Divisional Company | |
The importance of management style | |
The management style matrix | |
Individualism | |
Collectivism | |
Linking individualism with collectivism | |
The components of management style | |
Changing management style | |
Summary: Management style as a strategic tool | |
Rover Tomorrow | |
Note on the Main Statistical sources used | |
References | |
Bibliography | |
Index | |
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