Overview

"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!"

Full Product Details

Author:   Rosabeth Moss Kanter
Publisher:   Simon & Schuster
Imprint:   The Free Press
Dimensions:   Width: 15.20cm , Height: 3.30cm , Length: 22.90cm
Weight:   0.665kg
ISBN:  

9780743254465

ISBN 10:   0743254465
Pages:   556
Publication Date:   01 April 2003
Audience:   General/trade ,  General
Format:   Paperback
Publisher's Status:   Active
Availability:   Available To Order  
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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

Reviews

Jeffrey Pfeffer Stanford Business School, author, Managing With Power Insightful and provocative...it will be of immense value to teachers, students, and practicing executives who want to know when and why change is necessary, how to recognize the need for change, and most importantly, how to think about the process of managing change. Michel Crozier President, Centre de Sociologie des Organisations, Paris Organizational change is the real challenge of the future. Kanter, Stein, and Jick not only make it happen, but make it stick. Joel Bleeke Director, McKinsey & Company, Inc. Critical for executives who must constantly work to gain support for change in their organizations -- quite frankly that is the position of leading managers today. Richard W. Miller Chairman and CEO, Wang Laboratories, Inc. Kanter, Stein, and Jick have conceived a brilliant new model for the change process supported by unsurpassed field studies...required reading on a crucial issue for any leader. Raymond W. Smith Chairman & CEO, Bell Atlantic Corporation The only sustainable competitive advantage in dynamic markets is the ability to adapt faster than your competition. Kanter, Stein, and Jick show how this principle of continuous innovation applies, not just to new products, but also to new ways of managing. Robert J. Saldich President and CEO, Raychem Corporation Cuts a wide swath through what the world has learned about change, and packages that knowledge with a stimulating array of real life examples written by and about people throughout industry who have succeeded and failed in the change process. Pierre J. Everaert President and CEO, Koninklijke Ahold, NV, the Netherlands This operating manual couples ideology for the change process to methodology of execution. Sir Adrian Cadbury The Rising Sun House, former Chairman, Cadbury-Schweppes This is the right book at the right time... The Challenge of Organizational Change combines clarity of analysis with down-to-earth guidance on action, backed by a wealth of relevant experience. Jeffrey PfefferStanford Business School, author, Managing With Power Insightful and provocative...it will be of immense value to teachers, students, and practicing executives who want to know when and why change is necessary, how to recognize the need for change, and most importantly, how to think about the process of managing change. Sir Adrian CadburyThe Rising Sun House, former Chairman, Cadbury-SchweppesThis is the right book at the right time... The Challenge of Organizational Change combines clarity of analysis with down-to-earth guidance on action, backed by a wealth of relevant experience. Richard W. MillerChairman and CEO, Wang Laboratories, Inc.Kanter, Stein, and Jick have conceived a brilliant new model for the change process supported by unsurpassed field studies...required reading on a crucial issue for any leader. Jeffrey PfefferStanford Business School, author, Managing With Power Insightful and provocative...it will be of immense value to teachers, students, and practicing executives who want to know when and why change is necessary, how to recognize the need for change, and most importantly, how to think about the process of managing change.

Sir Adrian Cadbury The Rising Sun House, former Chairman, Cadbury-Schweppes This is the right book at the right time... The Challenge of Organizational Change combines clarity of analysis with down-to-earth guidance on action, backed by a wealth of relevant experience.

Author Information

Rosabeth Moss Kanter is the Ernest L. Arbuckle professor of business at Harvard Business School.

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