Managing Change : Text and Cases. Questo articolo non è disponibile.Managing Change : Text and Cases

Managing Change: Text and Cases, 2nd Edition, by Todd Jick and Maury Peiperl is a thoroughly revised version of a well-received volume on the scholarship of change in organizations. It is comprised of six modules that introduce common threads in the ensuing case studies and readings on organizational change. Of the 48 items in this book, 31 are new to this edition. The module introductions have been thoroughly revised; one modular introduction (Module 6, Continuous Change) is brand new.

Introduction

MODULE 1 Forces for Change

Case: Conspiracy of Change at Intuit

Reading: “An Improvisational Model for Change Management: The Case of Groupware Technologies,” Wanda J. Orlikowski and J. Debra Hofman

Case: Change Classic: Changing the Culture at British Airways

Case: British Airways Update, 1991-2000

Reading: “Re-Energizing the Mature Organization,” Richard W. Beatty and David O. Ulrich

Case: Clifford Chance: International Expansion

Reading: “A Note on the Organizational Implications of Globalization,” Erich A. Joachimsthaler, Martin Helmstein and Ralf Leppanen

Reading: “Cultivating the World”

MODULE 2Changing the Game (From Vision to Adaptation)

Case: Yingcom and Yangnet

Reading: “The Vision Thing (A),” Todd D. Jick

Case: Change Classic Bob Galvin and Motorola, Inc. (A)

Reading: “From Bogged Down to Fired Up: Inspiring Organizational Change,” Bert A. Spector

Case: Motorola: The Next Generation of Change Management

Reading: “Meeting the Challenge of Disruptive Change,” Clayton M. Christensen and Michael Overdorf

Case: Charlotte Beers at Ogilvy & Mather Worldwide (A)

Reading: “The Time Is Ripe For Unorthodox Newcomers,” an interview with Gary Hamel

MODULE 3Implementing Change

Case: Change Classic: Peter Browning and Continental White Cap (A)

Reading: “Implementing Change,” Todd D. Jick

Case: Marconi plc (A)

Reading: “Organizational Frame Bending: Principles for Managing Reorientation,” David A. Nadler and Michael L. Tushman

Case: Leading Culture Change at Seagram (A)

Reading: “Why Change Programs Don’t Produce Change,” Michael Beer, Russell A. Eisenstat, and Bert Spector

Reading: “Cahnging the Deal While Keeping the People” Denise M. Rousseau.

Simulation: The Merger Plan Simulation

Case: Revolution at Oticon A/S (A)

Reading: “United in the Quest to Become Radical,"

MODULE 4The Recipients of Change

Case: Change Classic: Donna Dubinsky and Apple Computer, Inc. (A)

Reading: “The Recipients of Change,” Todd D. Jick

Case: Welcome Israel (A)

Reading: “Back to Square Zero: The Post-Corporate Career,” Maury Peiperl and Yehuda Baruch

Case: Mark Margolis

Case: Emilio Kornan

Simulation: Broadway Brokers

Reading: “Managing to Communicate, Communicating to Manage: How Leading Companies Communicate With Employees,” Mary Young and James E. Post

MODULE 5 Leading Change: The Personal Side

Case: Walt Disney’s Dennis Hightower: Taking Charge

Case: Dennis Hightower: Walt Disney’s Transnational Manager

Reading: “Bob Knowling’s Change Manual,” Noel Tichy

Case: Three in the Middle: The Experience of Making Change at Micro Switch

Reading: “Converting Middle Powerlessness to Middle Power,A Systems Approach” Barry Oshry

Case: The Young Change Agents

Reading: “The Enduring Skills of Change Leaders,” Rosabeth Moss Kanter

MODULE 6 Continuous Change

Case: Northwest Airlines Confronts Change

Case: Singapore Airlines: Changing to Stay Ahead

Reading: “Change, Stability and Renewal: The Paradoxes of Self-Organizing Systems,” Margaret Wheatley

Reading: “Cracking the Code of Change,” Michael Beer and Nitin Nohria

Case: Nigel Andrews and General Electric Plastics (A)

Reading: “GE’s Move to the Internet,”

Reading: “Sole Flight: A Jack Welch Disciple Finds the GE Mystique Only Takes You So Far,”

Reading: “Unlocking the Mystery of Effective Large-Scale Change,” Peggy Holman