The change management handbook: a road map to corporate transformation
Saved in:
| Format: | Book |
|---|---|
| Language: | English |
| Published: |
Burr Ridge, Ill. u.a.
Irwin
1994
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XXVI, 489 S. graph. Darst. |
| ISBN: | 1556239750 |
Staff View
MARC
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Record in the Search Index
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|---|---|
| adam_text | CONTENTS / Section I
THE CHANGE MANAGEMENT PROCESS 1
j, / Chapter One
{ CHANGE MANAGEMENT 3
Lance A. Berger
What Is Change Management? 7
The Business Situation and Alignment to Market 11
The Market Situation 14
Note 23
K I Chapter Two
I THE HISTORY OF BUSINESS CHANGE 24
Alfred D. Chandler, Jr.
Competitive, Technological, and Financial Background 24
Corporate Restructuring in the Chemical, Food, and
Machinery Industries 28
References 32
Chapter Three
MANAGING STRATEGIC ALIGNMENT 33
Michael Beer
The Demands of the Competitive Environment 34
The Fallacy of Programmatic Change 35
A New Role for the CEO: Enable a Process of Strategic
Alignment at the Unit Level 37
Strategic Alignment 38
I How to Manage Strategic Change without Crisis 41
Taking Three Steps Forward and Two Steps Back 44
I* Strategic Change Requires Leadership 45
Institutionalization of Strategic Change and Renewal 46
Conclusion 47
References 48
Chapter Four
DRIVING SYSTEMIC CHANGE 49
Michael Useem
Making Systemic Change 50
Driving Systemic Change 52
Directing Systemic Change 54
Conclusion 57
Notes 58
Section II
MARKET CHANGE TRIGGERS 61
1 Chapter Five
¦ MARKET DYNAMICS: WHO S ON TOP 63
James W. Gouthro and James R. Sholder
Cases in Changing Industry Structures 64
Finding Profitable Niches in the Structure 64
Tools for Senior Management 65
Chapter Six
PLAYING OFF THE POWER BASE: THE
IMPORTANCE OF MARKET POSITIONING
AND ORGANIZATIONAL DELIVERY 72
Michael R. Cooper, Brian S. Morgan, Randall G.
Edmond, Judith R. Greener, andJerroldR. Bratkovich
The Positioning Process 75
Organizational Delivery 82
Summary: Effective Positioning and the Benefits of Alignment 86
Note 87
Chapter Seven
PILE DRIVERS OF CHANGE 88
Martin J. Sikora
i Chapter Eight
v MEASURING CHANGE CHANGING
MEASURES 92
Frederick F. Reichheld
Creating Value 93
Measurement Models and Change Management 94
Missing the Point 95
Who Measures Up? 96
Defining and Measuring Customer Retention 98
Defining and Measuring Employee Retention 98
Summary 99
Conclusion 100
Section HI
THE GEARS OF CHANGE 101
Part A
STRATEGY 103
Chapter Nine
GAME PLAN FOR THE NEXT DYNAMIC 105
Anthony C. Rich and Kenneth E. Mifflin
Effective Strategies 106
What s Wrong with the Old Model? Ill
The Enduring Fundamentals 112
The Process 114
The Practitioners 117
Conclusion 121
Notes 121
Chapter Ten
THE STRATEGIC CONNECTION: MISSION,
STRATEGY AND VALUES 122
Robin W. T. Buchanan and Andrew Campbell
Purpose 124
Strategy 125
Standards 126
Behavior 128
Values 130
Leadership 131
Conclusion 132
References 132
/ Chapter Eleven
STRUCTURING THE CHANGE INITIATIVE 133
Robert Davidow
Developing The Change Strategy 133
Structuring the Change Organization 136
Building the Change Process 137
Creating the Technology to Control the Process 137
Chapter Twelve
MERGERS AND RESTRUCTURINGS:
X ACES IN THE HOLE 138
Martin J. Sikora
Strategy 141
Operations 141
Culture 142
Compensation 143
Chapter Thirteen
MIDCOURSE CORRECTIONS
Anthony C. Rich and Kenneth E. Mifflin
Cultural Imperatives 149
Planning for Change 150
Strategic Monitors 153
Implementing Action Oriented Systems and Practices 156
Commitment and Capability 157
The Three Levers for Change 159
Conclusion 161
Note 162
MX
PartB
OPERATIONS 165
/ Chapter Fourteen
A BAD STRUCTURE CAN BE FATAL 167
Daniel M. Duncan
The New Model: Decision Processes 168
Change Triggers 171
Payoff 172
References 174
Chapter Fifteen
INTRODUCTION TO SUPPLY CHAIN
MANAGEMENT 175
Martin J. Sikora
Chapter Sixteen
INTEGRATED LOGISTICS AND SUPPLY CHAIN
MANAGEMENT 178
William C. Copacino
Integrated Logistics Management 179
Integrated Supply Chain Management 180
The Opportunity 182
The Benefits 182
The Pathway to Integrated Logistics 184
Summary 190
Chapter Seventeen
ONLY THE BEST: HOW QUALITY SYSTEMS
GOVERN CHANGE 191
Donald L. Weintraub
Continual Change 192
Marketing Change 195
TQM: An Attractive Candidate for Change 202
Success Stories 203
Conclusion 206
Note 206
Chapter Eighteen
ALIGNING OPERATIONS WITH CHANGE
STRATEGIES: THE OPERATIONS BLUEPRINT 207
Thomas G. Gunn
Creating the Linkage to Functional Strategy 207
Step 1: Establishing the Planning Frame of Reference 209
Step 2: Planning 209
Step 3: Obtaining Understanding and Commitment 210
Step 4: Pulling the Performance Improvement Program Together 211
Step 5: Understanding the Hierarchy of Business Needs 212
Step 6: Rationalizing the Operations Improvement Plan 214
Step 7: Making Planning Linkages Explicit 215
Step 8: Getting People behind the Operations Improvement
Program 215
Chapter Nineteen
INFORMATION TECHNOLOGIES TO
MANAGE THE NEXT DYNAMIC 218
Donald J. Rabat
What to Think about in Aligning Technology Systems 221
Lessons from the Past! 223
Change Readiness (the Potential for Anticipating, Responding
to, and Sustaining Change) 226
Leadership 227
Integrated Technology Change Process 228
Communication 229
What Your Technology Change Process Entails 229
Technology Assimilation 231
Technology Alignment: A Continuous Process 232
Role of Technology in Facilitating Work Force Performance 235
When to Reengineer the Technology Function 236
Chapter Twenty
THE CHANGE RESPONSIVE OFFICE 237
Robert P. Breading and Germaine Hall
Facilitating Change in the Information Age 238
Building Systems in the Information Age 239
Requirements for the Change Oriented Office 241
Future Direction 245
Management Culture and the Changing Office 247
What Can the Executive Do to Achieve the Optimal Office? 249
Notes 251
Further Reading 251
PartC
CULTURE 255
y Chapter Twenty One
THE NEXT GENERATION OF FIRE WALKERS 257
Daryl R. Conner
The Speed of Change 259
Future Shock Is Here 259
Saturated Sponges 261
Resilience Is the Key 261
Two Orientations to Change 263
The Five Basic Characteristics of Resilience 267
Notes 269 I
I
I
/ Chapter Twenty Two
f THE RIGHT STUFF FOR THE NEXT DYNAMIC 270
Lyle M. Spencer, Jr.
Introduction 270
Definition of a Competency 270
Organizational Change = People Changes 271
Competencies Important in the Future 274 $
Indentifying Compentencies Needed to Support Specific
Organizational Changes 277
Assessing Competencies for Change 278
A Competency Based Human Resource Systems
Approach to Change 280
Summary 284
Notes 284
] Chapter Twenty Three
CRITICAL ELEMENTS OF ORGANIZATIONAL
CULTURE CHANGE 285
W. Warner Burke
ft The Burke Litwin Model of Organizational Performance
and Change 286
j Using the Model: Data Gathering and Analysis 291
Change at British Airways 293
Conclusion 294
References 294
ll Chapter Twenty Four /
* CULTURAL CHANGE AND CORPORATE I
STRATEGY 296
Robert L. Laud
Introduction 296
Culture and Adaptation Strategy 297
Winning Organizations and the Culture Effectiveness
Linkage 298
The Missing Strategic Element in the Product Life Cycle: •
Corporate Culture 300
Change Strategies and the Change Effort Curve 301
Organization Diagnosis and Cultural Change 308
Conclusion 314
References 315
JUUII
§ Chapter Twenty Five
MAKING CULTURE CHANGE HAPPEN 316
Craig E. Schneier and Richard W. Beatty
The Change Imperative 316
Structure Change Alone Fails 316
Change in Vision, Values, and Strategy Alone Fails 317
Implementing Successful Change: Structures,
Systems, and Skills 318
Western Company: Systems, Structure, and Skills Lag
Change Efforts 319
Southern Company: Systems, Structure, and Skills
Lead Culture Change Efforts 320
A Culture Change Model 322
Critical Success Factors (CSFs) 322
Culture Change and Structure Change 324
Culture Change and People Systems Change 332
Culture Change and Skills Change 336
Culture Change: What We Know Works 339
Conclusion 341
References 341
fi Chapter Twenty Six
THE PEOPLE FACTOR 343
Terry L. Bowman
Think Horizontally—Not Vertically 344
Alignment of What Should Be with What Is! 345
A New Approach 348
Finding the Best of the Best 350
/ Chapter Twenty Seven
THE KEY TO CORPORATE SURVIVAL:
CHANGE BEGINS AND ENDS WITH PEOPLE 354
Marti Smye and Robert Cooke
How to Implement Change Successfully at the
Organizational Level 356
xxiv Contents
The Importance of Groups to Successful Change
Implementation 358
The Key to Successful Change: The Individual 360
Conclusion 362
/Chapter Twenty Eight
HUMAN RESOURCE PLANNING
AND CHANGE 363
Dave Ulrich
Rationale for Human Resource Planning 364
Framework for HRP 369
HR Choices to Accomplish Change 371
Application of The HRP Framework to Business Change 374
HRP: Conclusions for a Synthesis 375
References 376
Chapter Twenty Nine
THE ETHICS OF CHANGE 378
Keith T. Darcy
PartD
COMPENSATION 385
if Chapter Thirty
ALIGNING BUSINESS AND PAY STRATEGY 387
Lance A. Berger
Out of the Scientific Realm 388
Linking Process to Strategy 390
Business Planning 390
Organization Planning 394
Culture/Human Resource Planning 397
Notes 402
Contents xxv
Chapter Thirty One
REWARDS FOR EXECUTING CHANGE 403
Robert P. McNutt and Bruce I. Spiegel
Introduction 403
Phase 1: Background Review 405
Phase 2: Subjective Assessment 407
Phase 3: Measurement 410
Phase 4: Realignment 411
Conclusion 413
Background Review 413
Measurement 415
Realignment 415
Chapter Thirty Two
COMPENSATION AS A CHANGE STIMULUS 417
Edward J. Giblin
Corporate Entitlements 417
Compensation Systems for Reinforcing Organizational Change 419
Lessons to Be Learned 420
Key Concepts 422
Synopsis of Programs 423
These Programs Aren t Mutually Exclusive 429
Notes 429
Chapter Thirty Three
A NIMBLE COMPENSATION SYSTEM FOR
MANAGING CHANGE 431
Martin G. Wolf
Background 431
PAR—P(erformance) Assignment Level) R(esume Value) 432
Implementing PAR 440
In Conclusion 442
xxvl Contents
Chapter Thirty Four
USING EXECUTIVE COMPENSATION TO
PROMOTE CHANGE 443
Johannes M. Pennings
Compensation and Change 444
Conceptual Issues in Executive Compensation 445
Measurement of Performance and Change 446
Strategic Change as Impetus for Executive Compensation 448
Pay, Change, and Discretion to Change 448
Compensation Norms in Industries and Executive Labor Markets 449
Executive Pay and Strategic Change 450
Agency Theory 451
Discussion 452
Organizational Life Cycles 452
International Differences 453
Conclusion 454
References 454
Section TV
THE CHANGE MANAGERS
Lance A. Berger
Leonard Abramson, president of U.S. Healthcare 458
Jeffrey Boetticher, president and CEO of Black Box Corp. 460
Gary Femandes, senior vice president of Electronic
Data Systems 461
Paul Grunder, former president of CPC s Corn Products 463
James L. Rocky Johnson, chairman emeritus and retired
CEO of GTE Corp. 465
Donald E. Meads, chairman of Carver Associates and
former Chairman/CEO of Certainteed Corp. 467
Joseph Neubauer, chairman/CEO of ARA Services 468
Stanley W. Silverman, executive vice president and COO of
PQCorp. 470
Wayne Smith, former group vice president of the BOC Group and
former head of Airco, its U.S. gases business 472
INDEX 475
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| spelling | The change management handbook a road map to corporate transformation Lance A. Berger ... Burr Ridge, Ill. u.a. Irwin 1994 XXVI, 489 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Changement organisationnel ram Organizational change Organisationswandel (DE-588)4075693-2 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Organisationswandel (DE-588)4075693-2 s Management (DE-588)4037278-9 s DE-604 Berger, Lance A. Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006552724&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | The change management handbook a road map to corporate transformation |
| title_auth | The change management handbook a road map to corporate transformation |
| title_exact_search | The change management handbook a road map to corporate transformation |
| title_full | The change management handbook a road map to corporate transformation Lance A. Berger ... |
| title_fullStr | The change management handbook a road map to corporate transformation Lance A. Berger ... |
| title_full_unstemmed | The change management handbook a road map to corporate transformation Lance A. Berger ... |
| title_short | The change management handbook |
| title_sort | the change management handbook a road map to corporate transformation |
| title_sub | a road map to corporate transformation |
| topic | Changement organisationnel ram Organizational change Organisationswandel (DE-588)4075693-2 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Changement organisationnel Organizational change Organisationswandel Management |
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