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Breaking the Code of Change

Breaking the Code of Change - 00 edition

ISBN13: 978-1578513314

Cover of Breaking the Code of Change 00 (ISBN 978-1578513314)
ISBN13: 978-1578513314
ISBN10: 1578513316
Cover type:
Edition/Copyright: 00
Publisher: Harvard Business School Press
Published: 2000
International: No

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Breaking the Code of Change - 00 edition

ISBN13: 978-1578513314

Michael Beer and Nitin Eds. Nohria

ISBN13: 978-1578513314
ISBN10: 1578513316
Cover type:
Edition/Copyright: 00
Publisher: Harvard Business School Press

Published: 2000
International: No
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.

Table of Contents

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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