The Challenge of organizational change : how companies experience it and leaders guide it / [compiled by] Rosabeth Moss Kanter, Barry A. Stein, Todd D. Jick
- Bib ID:
- 2641368
- Format:
- Book
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- Publisher description
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- Publisher description
- Description:
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- New York : Free Press ; Toronto : Maxwell Macmillan Canada ; New York : Maxwell Macmillan International, c1992
- xix, 535 p. ; 25 cm.
- ISBN:
- 0029169917
- Full contents:
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- Machine derived contents note: Contents
- Acknowledgments
- Part I. Orientation
- Chapter 1. The "Big Three" Model of Change
- Roadblocks to Progress: The Change Problem
- What Is Change?
- The Importance of Motion: An Action View of Organizations
- The "Big Three" Model: Three Kinds of Motion, Three Forms of Change, Three Roles in the Change Process
- Looking Back or Looking Forward?: Multiple Possibilities and the Opportunities for Managers
- Part II. Change When?
- Chapter 2. Organizations and Environments in Motion: The Nature and Scope of Change Pressures
- Environmental Forces: Adaptation and Choice
- Life Cycles, "Growth," and Organic Change Pressures
- Political Conflicts and Economic Interests: The Struggle for Control
- Integrating the Forces
- Mastering Emergent Change: Lessons for Leaders
- Chapter 3. Fitting or Creating the Environment: "Macro-Evolutionary" Change
- Introductory Notes
- "Rockport Shoe Company: The Evolution of the Katz Family Business," by James A. Phills, Jr.
- "Banc One Corporation: Anticipatory Evolution," by Paul S. Myers and Rosabeth Moss Kanter
- "The Sweater Trade, From Hong Kong to New York," by James Lardner
- "Keeping Up with the Information: On-line in the Philippines and London," by John Maxwell Hamilton
- Chapter 4. Growing and Aging: "Micro-Evolutionary" Change
- Introductory Notes
- "The Rise and Fall of an Entrepreneur," by Thomas R. Ittleson
- Hypergrowth and Transition at Apple Computer:
- "Diary of a Middle Manager," by Donna Dubinsky
- "Jobs Talks About His Rise and Fall," by Gerald C. Lubenow and Michael Rogers
- "John Sculley's Lessons from Inside Apple," by Steven Pearlstein and Lucien Rhodes
- "The Big Store: Sears in Maturity," by Donald R. Katz
- Chapter 5. Power and Politics: "Revolutionary Change" Introductory Notes
- "Power, Greed, and Glory on Wall Street," by Ken Auletta
- "Champagne Shoot-out in France," by Keith Wheatley
- War and Peace at the Bottom:
- "War and Peace: Labor Relations at Two Steelmakers," by Thomas F. O'Boyle and Terence Roth
- "Class Consciousness Raising," by Stanley W. Angrist
- "Weirton to Seek Cuts in Its Work Force," by Pamela Gaynor
- Part lII. Change What?
- Chapter 6. Change in Form, Forms of Change
- Organizational Identity and Change at the Boundaries
- Size, Shape, and Habits: Changing Structure and Culture
- The Drama of Control Change: Ownership, Governance, and Stakeholder Voice
- A Note on Crisis Management
- Managerial Implications of Changes in Organizational Form
- Chapter 7. Restructuring and Redefining Boundaries: Identity Change
- Introductory Notes
- "Reinventing an Italian Chemical Company: Montedison 1986," by Joseph L. Bower, Neil Monnery, and William O. Ingle
- "The Human Side of Mergers: The Western-Delta Story," by Cynthia A. Ingols and Paul S. Myers
- "The Feudal World of Japanese Manufacturing," by Kuniyasu Sakai
- Chapter 8. Shaping Up, Skinnying Down, and Revitalizing: Coordination and "Culture" Change
- Introductory Notes
- Two CEOs on Change in Form:
- "The Logic of Global Business: An Interview with ABB's Percy Barnevik," by William Taylor
- "Championing Change: An Interview with Bell Atlantic's Raymond Smith," by Rosabeth Moss Kanter
- "Driving Quality at Ford," by Greg Easterbrook
- "The Case of the Downsizing Decision," by Barry A. Stein
- Chapter 9. Makeover Through Takeover: Control Change
- Introductory Notes
- "Lucky Stores: Restructuring to Survive the Takeover Threat," by Lisa Richardson and Alistair Williamson
- "Lessons from a Middle Market LBO: The Case of O. M. Scott," by George P. Baker and Karen H. Wruck
- Part IV. Change How?
- Chapter 10. The Challenges of Execution: Roles and Tasks in the Change Process
- The Messy Terrain of Change
- The Changemakers: Strategists, Implementors, Recipients
- Ships Passing in the Day: How Views of Change Differ
- Ten Commandments for Executing Change
- Charting a Course for Change
- Responding to Situational Requirements
- Chapter 11. Sensing the Environment, Creating Visions: Change Strategists
- Introductory Notes
- "Northwest Airlines Confronts Change," by Susan Rosegrant and Todd Jick
- Behind the Steering Wheel at General Motors, 1985-90:
- "The Innovator," by Cary Reich
- "How I Would Turn Around GM," by Ross Perot
- "The Painful Reeducation of a Company Man: An Interview with Roger Smith," by Business Monthly
- "Advice for G.M.'s Bob Stempel," by Paul Judge
- "Bob Galvin and Motorola, Inc.," by Todd Jick and Mary Gentile
- Chapter 12. Action Tools and Execution Dilemmas: Change Implementors
- Introductory Notes
- "The Dilemmas of a Changemaker," by William Shea
- "Three in the Middle: The Experience of Making Change at Micro Switch," by Susan Rosegrant and Todd Jick
- "Toward a Boundary-less Firm at General Electric," by Mark Potts
- "British Air's Profitable Private Life," by Steve Lohr
- Chapter 13. Angered or Energized?: Change Recipients
- Introductory Notes
- "IBM's Blue Mood Employees," by Paul B. Carroll
- "Takeover: A Tale of Loss, Change, and Growth," by Dwight Harshbarger
- "GE Keeps Those Ideas Coming," by Thomas A. Stewart
- "Downsizing: One Manager's Personal Story," by Amy Levy
- Part V. Action
- Chapter 14. Where to Begin
- Why Organizations Succeed: Assessing Change Strategy
- When Organizational Change Works: Building the Future Through Understanding the Past
- Making It Happen and Making It Stick
- Getting Started
- Index.
- Notes:
- Includes bibliographical references and index.
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- Copyright:
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In Copyright
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Copyright status was determined using the following information:
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- Literary Dramatic Musical
- Published status:
- Published
- Publication date:
- 1992
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