Articoli correlati a Breaking the Code of Change
Sinossi
Provides a discussion on organizational change. This book presents a series of articles that address the question, how can change be managed effectively? It looks at two theories of change, and provides an overview of the strengths and weaknesses of each theory along every dimension of the change process, from motivation to compensation issues.
Le informazioni nella sezione "Riassunto" possono far riferimento a edizioni diverse di questo titolo.
L'autore
Michael Beer is the Cahners-Rabb Professor of Business Administration at Harvard Business School.
Contenuti
Preface and Acknowledgements
Introduction Resolving the Tension between Theory E and O of Change
By Michael Beer and Nitin Nohria
Section I: Purpose of Change: Economic Value or Organizational Capability
Chapter 1 Value Maximization and the Corporate Objective Function
By Michael Jensen
Chapter 2 The Puzzles and Paradoxes of How Living Companies Create Wealth: Why Single-Valued Objective Functions Are Not Quite Enough
By Peter M. Senge
Chapter 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
Chapter 4 Effective Change Begins At the Top
By Jay A. Conger
Chapter 5 The Leadership of Change
By Warren Bennis
Chapter 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
Chapter 7 The Role of Formal Structures and Processes
By Jay R. Galbraith
Chapter 8 Changing Structure Is Not Enough: The Moral Meaning of Organizational Design
By Larry Hirschhorn
Chapter 9 Initiating Change: The Anatomy of Structure as a Starting Point
A Commentary on Galbraith and Hirshhorn
By Allan R. Cohen
Section IV: Planning of Change: Planned or Emergent
Chapter 10 Rebuilding Behavioral Context: A Blueprint for Corporate Renewal
By Sumantra Ghoshal and Christopher A. Bartlett
Chapter 11 Emergent Change as a Universal in Organizations
By Karl E. Weick
Chapter 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 and Support
Chapter 13 Compensation Systems and Organizational Change: Ideas and Evidence from Theory and Practice
By Karen Wruck
Chapter 14 Compensation: A Troublesome Lead System in Organizational Change
By Gerald E. Ledford and Robert L. Heneman
Chapter 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
Chapter 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
Chapter 17 Assuring That Consulting Produces Benefits: Rapid Cycle Successes vs. The Titanics
By Robert H. Schaffer
Chapter 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
Chapter 19 Professional Science for A Professional School: Action Science vs. Normal Science
By Andrew H. Van de Ven
Chapter 20 The Relevance of Actionable Knowledge for Breaking the Code
By Chris Argyris
Chapter 21 Research That Will Break the Code of Change The Role of Useful Normal Science and Usable Action Science
By Michael Beer
Ending and Beginning
Chapter 22 Breaking the Code of Change: Observations and Critique
By Roger Martin
Epilogue
By Michael Beer and Nitin Nohria
Index
About the Contributors
Le informazioni nella sezione "Su questo libro" possono far riferimento a edizioni diverse di questo titolo.
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