The Enterprise and its Environment

<p><strong>Tavistock Press</strong> was established as a co-operative venture between the <strong>Tavistock Institute</strong> and <strong>Routledge & Kegan Paul</strong> (RKP) in the 1950s to produce a series of major contributions across the social sciences. <br> This volume is part of a 2001 reissue of a selection of those important works which have since gone out of print, or are difficult to locate. Published by <strong>Routledge,</strong> 112 volumes in total are being brought together under the name <em>The International Behavioural and Social Sciences Library: Classics from the Tavistock Press</em>.<br> Reproduced here in facsimile, this volume was originally published in 1963 and is available individually. The collection is also available in a number of themed mini-sets of between 5 and 13 volumes, or as a complete collection.</p> 1: Introduction; 1: The Consultant Role; 2: Concepts and Assumptions 8; 2: The Continuous and Controlled Assimilation of Change; 3: A Summary of Important Events From 1953 to 1956; 4: Three Experiments in Reorganization; 5: The Second Reorganization of Management; 6: The Transfer of Power; 7: The Board of Management Experiment 22; 8: The Board of Management Reconstituted; 9: Management Prepares for Further Expansion; 10: The Results of Eight Years of Reorganization; 3: The Initiation and Implementation of Change; 11: Prelude to Change; 12: Strategic Organization; 13: Sarabhai Chemicals; 14: The Separation of Sarabhai Chemicals and Sarabhai Industries; 15: The Operating and Managing Systems of the New Sarabhai Chemicals; 16: Sarabhai Industries; 17: Preparation for Implementation; 18: Implementation; 19: The Differentiation is Pushed Through; 4: The Living Organization; 20: A System Theory of Organization; 21: The Primary Task; 22: Fitting the Organization to the Task; 23: Demands on Enterprise Leadership; 24: Managing Systems; 25: Some Problems of Delegation 53; 26: Organizational Flexibility; 27: Human Needs and Enterprise Objectives; 28: The Management of Change; 29: Conclusion