ABSTRACT
In this chapter, the author explains what happens when the governing directors hand the organization's corporate targets down to the managers. A corporate plan consists of the targets, an analysis of the organization's overall strategic situation, a set of major strategic decisions and an action plan. Note the distinction between a mall, or federation, and the command hierarchy; the former is composed of autonomous organizations who, by definition, may join and leave a mall at will. The more organizations specialize, the more they break up or spin off into specialized self-governing units, the greater is the chance of re-formation into more modem configurations, patterns and networks. Organizations of whatever size or complexity—all the way from just a few people up to millions of members or employees—are essentially hierarchical. And so, for companies and non-profit making organizations, 'mall management' is becoming important. Mall management is valid wherever an organization needs to split itself into a number of smaller, specialized rapid-reaction sub-organizations.
