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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000002619306 | HD58.8 P27 1994 | Open Access Book | Book | Searching... |
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Summary
Summary
Pasmore has brought over 20 year's worth of expertise to thisconceptually sophisticated yet practical guide concerned withorganization design and change. Concentrates on implementation andhow organizational planning and transformation efforts can improveperformance productivity. Features extensive cases and examplesdeveloped by the author from his consulting work at enterpriseslike Proctor & Gamble, TRW, Goodyear, General Foods and othercompanies.
Author Notes
William A. Pasmore is a partner in Mercer Delta Organizational Consulting. He advises CEOs in the areas of organization design, senior team effectiveness, acquisition integration, strategy implementation, and managing large-scale change. He has published more than fifteen books and numerous articles on the topic of managing change and designing effective organizations.
Reviews 2
Publisher's Weekly Review
The author, a business consultant and professor at Case Western Reserve, writes about two pivotal issues: change and its impact on leadership. He argues that managers must ``think systemically about change rather than trying to solve one problem at a time.'' His keyword for those trying to manage in today's environment of constant change is flexibility. Although Pasmore's coverage of managerial theories is useful, the book's strength rests on its treatment of technology as it relates to running a successful organization. This solid study, which features case histories from the author's consulting work with large corporations such as Procter & Gamble, Goodyear and General Foods, deepens our understanding of the importance of people in an evolving business environment. (May) (c) Copyright PWxyz, LLC. All rights reserved
Booklist Review
Pasmore is a management consultant, professor at Case Western Reserve University, and author of Designing Effective Organizations (1988). Acknowledging that change is a constant in today's world, he argues the need to build flexibility into all levels and aspects of organizations. He explains how to make people, technology, work, thinking, managers, and even organizational structure all more flexible. Emphasizing the organic nature of organizations, Pasmore advances the idea that organizations themselves are capable of learning and adapting. Borrowing the concept of chaos theory from the physical sciences, he applies the notion of fractal design to organizational systems. Written while he was on sabbatical in backwoods Maine, his book evinces a style that is both relaxed and expert. ~--David Rouse
Table of Contents
| Change and Flexibility: Creating a High-Performance Organization |
| The Trajectory of Change: Designing Flexible Organizations |
| Flexible People: Helping People Take Responsibility for Change |
| Flexible Technology: Designing the Organization to Take Advantage of New Technology |
| Flexible Work: Getting Things Done Through Teamwork and Collaboration |
| Flexible Thinking: Creating a New Type of Organization |
| Flexible Managers: What Happens to the Leaders? |
| Fractal Organization Design: Replacing the Organization Chart |
| Getting There: Making Systemic Change Happen |
| The Human Experience: Managing as if Change Mattered |
| Footnotes |
| Index |
