Summary: Organizational change may well be the most oft-repeated and widely embraced term in all of corporate America-but it is also the least understood. The proof is in the numbers: Nearly two-thirds of all change efforts fail, and they carry with them huge human and economic tolls. Lacking any overarching paradigm for change, executives of large, underperforming organizations have been left with little guidance in how to choose the strategies that will lead them to sustain
Summary: Organizational change may well be the most oft-repeated and widely embraced term in all of corporate America-but it is also the least understood. The proof is in the numbers: Nearly two-thirds of all change efforts fail, and they carry with them huge human and economic tolls. Lacking any overarching paradigm for change, executives of large, underperforming organizations have been left with little guidance in how to choose the strategies that will lead them to sustained success. ...show less
Edition/Copyright:00 Cover: Publisher:Harvard Business School Press Year Published: 2000 International: No
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Section I. Purpose of Change: Economic Value or Organizational Capability
1. Value Maximization and the Corporate Objective Function By Michael Jensen 2. The Puzzles and Paradoxes of How Living Companies Create Wealth: Why Single-Valued Objective Functions Are Not Quite Enough By Peter M. Senge 3. Purpose of Change A Commentary on Jensen and Senge By Joseph Bower
Section II. Leadership of Change: Directed From the Top or High Involvement & Participative
4. Effective Change Begins At the Top By Jay A. Conger 5. The Leadership of Change By Warren Bennis 6. Embracing Paradox: Top-Down vs. Participative Management of Organizational Change A Commentary on Conger and Bennis By Dexter Dunphy
Section III. Focus of Change: Formal Structure and Systems or Culture
7. The Role of Formal Structures and Processes By Jay R. Galbraith 8. Changing Structure is Not Enough: The Moral Meaning of Organizational Design By Larry Hirschhorn 9. Initiating Change: The Anatomy of Structure as a Starting Point A Commentary on Galbraith and Hirschhorn By Allan R. Cohen
Section IV. Planning of Change: Planned or Emergent
10. Rebuilding Behavioral Context: A Blueprint for Corporate Renewal By Sumantra Ghoshal and Christopher A. Bartlett 11. Emergent Change as a Universal in Organizations By Karl E. Weick 12. Linking Change Processes to Outcomes A Commentary on Ghoshal & Bartlett and Weick By Andrew Pettigrew
Section V. Motivation for Change: Financial Incentives Lead or Lag Support
13. Compensation Systems and Organizational Change: Ideas and Evidence From Theory and Practice By Karen Wruck 14. Compensation: A Troublesome Lead System in Organizational Change By Gerald E. Ledford and Robert L. Heneman 15. Pay System Change: Lag, Lead, or Both? A Commentary on Wruck and Ledford By Edward E. Lawler, III
Section VI. Consultants' Role in Change: Large Knowledge Driven or Small Process Driven
16. Human Performance That Increases Business Performance: The Growth of Change Management and Its Role in Creating New Forms of Business Value By Terry Neill 17. Assuring That Consulting Produces Benefits: Rapid Cycle Successes vs. The Titanics By Robert H. Schaffer 18. Scope and Involvement in Accelerated Organization Transformation A Commentary on Neill and Schaffer By Robert H. Miles
Section VII. Research on Change: Normal Science or Action Science
19. Professional Science for a Professional School: Action Science vs. Normal Science By Andrew H. Van de Ven 20. The Relevance of Actionable Knowledge for Breaking the Code By Chris Argyris 21. Research That Will Break the Code of Change: The Role of Useful Normal Science and Usable Action Science A Commentary on Van de Ven and Argyris By Michael Beer Ending and Beginning 22. Breaking the Code of Change: Observations and Critique By Roger Martin
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