Analysis Of The Book ' On Amazon '

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Introduction Our group selected this book based on reviews given by previous readers of the book on Amazon. We judged from reading their reviews that this book would be helpful in understanding how successful companies worked and how they were structured. This book was also considered the "Greatest Business Book of All Time" according to Bloomsbury, UK which was also another incentive to read the book and judge for ourselves if this was indeed the “greatest business book of all time”. In qualifying the authors Peters and Waterman both were consultants for McKinsey, a management consulting firm that advises on businesses, governments and institutions. The firm brought in about 7.8 billion dollars in revenue and has about 17,000 employees…show more content…
The book is laid out starting with 3 chapters relating to the theory behind how they came up with those 8 themes then there are an additional 8 chapters with 1 theme assigned to each chapter. Content Summary In 1977, “a general concern with the problems of management effectiveness, and a particular concern with the nature of the relationship between strategy, structure, and management effectiveness, led us to assemble two internal task forces at McKinsey & Company” (Peters 279-280). Peters and Waterman were the leaders of one of those two internal task forces that focused on organizational effectiveness and how to change the structure of the organization to become more effective. To approach this issue, the authors used what they called the McKinsey 7-S Framework. The 7 S’s were considered interdependent variables which include structure, strategy, systems, style of management, skills – corporate strength, staff and shared values. With this they saw that the inflexibility of many companies was the cause of a stunt in growth. They interviewed Fletcher Byron, chairman and chief executive of Koppers at the time, and he said, ““I think an inflexible organization chart which assumes that anyone in a given position will perform exactly the same way his predecessor did, is ridiculous. He won’t. Therefore, the organization ought to shift and
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