Challenge of Organizational Change
How Companies Experience It And Leaders Guide It
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Product details:
- Publisher Free Press
- Date of Publication 1 April 2003
- Number of Volumes Trade Paperback
- ISBN 9780743254465
- Binding Paperback
- No. of pages556 pages
- Size 228x152x33 mm
- Weight 790 g
- Language English 0
Categories
Long description:
In an era of increased global competition, of takeovers, downsizing, restructuring, and even outright failure, managing intelligent organizational change is the most difficult challenge facing business. Kanter, Stein, and Jick present here a comprehensive overview and an authoritative model for how to and, in some cases how not to, institute change in organizations.
Building upon their "Big Three" model of change, the authors focus on internal and external forces that set events in motion; the major kinds of change that correspond to external and internal change pressures; and the principal tasks involved in managing the change process. Several "portraits" of companies undergoing different types of change, coupled with the authors' own expert analyses, prove that no one person or group can make change "happen" alone. Instead, the authors assert that it is the delicate balance among key players that makes organizational change a success.
The authors analyze the forces for change by examining Banc One, Apple Computer, and Lehman Brothers, among others, to illustrate environmental and cyclical change as businesses grow. Then they turn to forms of change, drawing on the Western-Delta merger, strategy change at Bell Atlantic, and takeover turmoil at Lucky Stores, to show how companies change their structures and cultures. The section on execution of change shows "change masters," to use Kanter's own famous term, at work at Motorola, General Electric, and other leading firms, as well as the difficulties of implementing change at General Motors and Microswitch.
Fundamental organizational change, they argue, is exemplified by identity change, involving much more than the transfer of tangible assets. Managing the feelings, fears, and hopes of people must be the central strategy during such transitions. In this essential volume for managers and analysts of change, Kanter, Stein, and Jick offer powerful insights, practical new directions for action, prospects for the future of deliberate organizational change, and advice on where to begin the change process, and when: NOW!
Table of Contents:
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
Challenge of Organizational Change: How Companies Experience It And Leaders Guide It
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