The challenge of organizational change: how companies experience it and leaders guide it
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
New York
Free Press u.a.
1992
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIX, 535 S. |
| ISBN: | 0029169917 0743254465 |
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| 245 | 1 | 0 | |a The challenge of organizational change |b how companies experience it and leaders guide it |c Rosabeth Moss Kanter ; Barry A. Stein ; Todd D. Jick |
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
Acknowledgments xvii
Part I. Orientation
Chapter 1. The Big Three Model of Change 3
Roadblocks to Progress: The Change Problem 5
What Is Change? 9
The Importance of Motion: An Action View
of Organizations 12
The Big Three Model: Three Kinds of
Motion, Three Forms of Change, Three
Roles in the Change Process 14
Looking Back or Looking Forward?:
Multiple Possibilities and the Opportunities
for Managers 17
Part II. Change When?
Chapter 2. Organizations and Environments in Motion:
The Nature and Scope of Change Pressures 23
Environmental Forces: Adaptation and Choice 25
Life Cycles, Growth, and Organic Change Pressures 34
Political Conflicts and Economic Interests:
The Struggle for Control 46
xi
xii Contents
Integrating the Forces 55
Mastering Emergent Change: Lessons for Leaders 56
Chapter 3. Fitting or Creating the Environment: Macro
Evolutionary Change 63
Introductory Notes 63
Rockport Shoe Company: The Evolution
of the Katz Family Business, by James
A. Phillsjr. 69
Bane One Corporation: Anticipatory Evolution,
by Paul S. Myers and Rosabeth Moss Kanter 80
The Sweater Trade, From Hong Kong to
New York, by James Lardner 92
Keeping Up with the Information: On line in the
Philippines and London, by John Maxwell Hamilton 108
Chapter 4. Growing and Aging: Micro Evolutionary
Change 125
Introductory Notes 125
The Rise and Fall of an Entrepreneur,
by Thomas R. Ittleson 129
Hypergrowth and Transition at Apple Computer:
Diary of a Middle Manager,
by Donna Dubinsky 145
Jobs Talks About His Rise and Fall, by
Gerald C. Lubenow and Michael Rogers 151
John Sculley s Lessons from Inside Apple,
by Steven Pearlstein and Lucien Rhodes 154
The Big Store: Sears in Maturity, by
Donald R. Katz 159
Chapter5. Power and Politics: Revolutionary Change 173
Introductory Notes 173
Power, Greed, and Glory on Wall Street,
byKenAuletta 177
Champagne Shoot out in France, by Keith Wheatley 192
Contents xiii
War and Peace at the Bottom:
War and Peace: Labor Relations at Two
Steelmakers, by Thomas F. O Boyle
and Terence Roth 197
Class Consciousness Raising, by
Stanley W. Angrist 203
Weirton to Seek Cuts in Its Work
Force, by Pamela Gaynor 206
Part III. Change What?
Chapter 6. Change in Form, Forms of Change 211
Organizational Identity and Change at the Boundaries 212
Size, Shape, and Habits: Changing Structure
and Culture 225
The Drama of Control Change: Ownership,
Governance, and Stakeholder Voice 233
A Note on Crisis Management 243
Managerial Implications of Changes in
Organizational Form 246
Chapter 7. Restructuring and Redefining Boundaries:
Identity Change 251
Introductory Notes 2 51
Reinventing an Italian Chemical Company:
Montedison 1986, by Joseph L. Bower,
Neil Monnery, and William O. Ingle 254
The Human Side of Mergers: The Western
Delta Story, by Cynthia A. Ingols and Paul S. Myers 268
The Feudal World of Japanese Manufacturing,
by Kuniyasu Sakai 276
Chapter 8. Shaping Up, Skinnying Down, and
Revitalizing: Coordination and Culture
Change 286
Introductory Notes 286
xiv Contents
Two CEOs on Change in Form:
The Logic of Global Business: An Interview with
ABB s Percy Barnevik, by William Taylor 289
Championing Change: An Interview
with Bell Atlantic s Raymond Smith,
by Rosabeth Moss Kanter 302
Driving Quality at Ford, by Greg Easterbrook 316
The Case of the Downsizing Decision,
by Barry A. Stein 324
Chapter 9 Makeover Through Takeover: Control Change 334
Introductory Notes 334
Lucky Stores: Restructuring to Survive
the Takeover Threat, by Lisa Richardson
and Alistair Williamson 337
Lessons from a Middle Market LBO: The
Case of O. M. Scott, by George P. Baker
and Karen H. Wruck 349
Part IV. Change How?
Chapter 10. The Challenges of Execution: Roles and Tasks
in the Change Process 369
The Messy Terrain of Change 371
The Changemakers: Strategists, Implementors,
Recipients 375
Ships Passing in the Day: How Views of Change
Differ 381
Ten Commandments for Executing Change 382
Charting a Course for Change 386
Responding to Situational Requirements 391
Chapter 11. Sensing the Environment, Creating Visions:
Change Strategists 395
Introductory Notes 395
Contents xv
Northwest Airlines Confronts Change,
by Susan Rosegrant and Toddjick 398
Behind the Steering Wheel at General Motors,
1985 90:
The Innovator, by Cary Reich 406
How I Would Turn Around GM,
by Ross Perot 409
The Painful Reeducation of a Company
Man: An Interview with Roger Smith, by
Business Monthly 414
Advice for G.M. s Bob Stempel, by Paul Judge 416
Bob Galvin and Motorola, Inc., by Toddjick
and Mary Gentile 420
Chapter 12. Action Tools and Execution Dilemmas: Change
Implementors 429
Introductory Notes 429
The Dilemmas of a Changemaker, by William Shea 432
Three in the Middle: The Experience of Making
Change at Micro Switch, by Susan Rosegrant and
Toddjick 439
Toward a Boundary less Firm at General
Electric, by Mark Potts 450
British Air s Profitable Private Life, by Steve Lohr 456
Chapter 13. Angered or Energized?: Change Recipients 460
Introductory Notes 460
IBM s Blue Mood Employees, by Paul B. Carroll 463
Takeover: A Tale of Loss, Change, and
Growth, by Dwight Harshbarger 467
GE Keeps Those Ideas Coming, by
Thomas A. Stewart 474
Downsizing: One Manager s Personal Story,
by Amy Levy 483
xvi Contents
Part V. Action
Chapter 14. Where to Begin 489
Why Organizations Succeed: Assessing Change
Strategy 490
When Organizational Change Works: Building
the Future Through Understanding the Past 495
Making It Happen and Making It Stick 508
Getting Started 516
Index 521
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| spellingShingle | The challenge of organizational change how companies experience it and leaders guide it Integriertes Management (DE-588)4346301-0 gnd Organisationswandel (DE-588)4075693-2 gnd Geschichte (DE-588)4020517-4 gnd Unternehmen (DE-588)4061963-1 gnd Restrukturierung (DE-588)4335640-0 gnd |
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| title | The challenge of organizational change how companies experience it and leaders guide it |
| title_auth | The challenge of organizational change how companies experience it and leaders guide it |
| title_exact_search | The challenge of organizational change how companies experience it and leaders guide it |
| title_full | The challenge of organizational change how companies experience it and leaders guide it Rosabeth Moss Kanter ; Barry A. Stein ; Todd D. Jick |
| title_fullStr | The challenge of organizational change how companies experience it and leaders guide it Rosabeth Moss Kanter ; Barry A. Stein ; Todd D. Jick |
| title_full_unstemmed | The challenge of organizational change how companies experience it and leaders guide it Rosabeth Moss Kanter ; Barry A. Stein ; Todd D. Jick |
| title_short | The challenge of organizational change |
| title_sort | the challenge of organizational change how companies experience it and leaders guide it |
| title_sub | how companies experience it and leaders guide it |
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