Title:
Managing change : cases and concepts
Personal Author:
Edition:
3rd ed.
Publication Information:
New York : McGraw-Hill/Irwin, 2011
Physical Description:
xxix, 617 p. : ill., maps ; 27 cm.
ISBN:
9780073102740
Added Author:
Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010274527 | HD58.8 J53 2011 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
Managing Change: Cases and Concepts, 3e by Todd Jick and Maury Peiperl is comprised of six modules that introduce common threads in the ensuing case studies and readings on organizational change. The materials in this edition--cases and readings--have been chosen and arranged to introduce change as an integrated process. Cases in the text represent a wide variety of change situations. Accompanying many cases are readings, likewise chosen to reflect a broad range of issues. Some readings provide theoretical underpinnings for a case, supporting the action: others challenge the action with alternative viewpoints. Still others provide broader context--views of the changing world, for example, or commentaries on how we look at change; ideas that go well beyond the issues in any particular case.
Table of Contents
| Preface to the Third Edition | p. iv |
| Preface to the Second Edition | p. viii |
| Preface to the First Edition | p. xi |
| Introduction | p. xix |
| Module 1 Forces for Change | p. 1 |
| Introduction | p. 1 |
| Case | |
| Innovation at the Lego Group (A) | p. 4 |
| Reading | |
| ôThe 12 Different Ways for Companies to Innovateö | p. 15 |
| Case: Change Classic | |
| Changing the Culture at British Airways | p. 24 |
| Reading | |
| ôRe-energizing the Mature Organizationö | p. 37 |
| Case | |
| Nestlé's Globe Program (A): The Early Months | p. 50 |
| Reading | |
| ôHas Strategy Changed?ö | p. 56 |
| Reading | |
| ôMeeting the Challenge of Disruptive Change,ö | p. 61 |
| Case | |
| GlaxoSmithKline and AIDS Drugs in South Africa (A): The Fight for Lives and Profits | p. 74 |
| Reading | |
| ôRethinking the Social Responsibility of Business,ö Reason magazine | p. 82 |
| Reading | |
| ôThe Collapse and Transformation of Our World,ö | p. 92 |
| Module 2 Changing the Game (from Vision to Adaptation) | p. 109 |
| Introduction | p. 109 |
| Case | |
| Yinscape and Yangsearch | p. 112 |
| Reading | |
| ôThe Vision Thing (A),ö | p. 113 |
| Case: Change Classic | |
| Bob Galvin and Motorola, Inc. (A) | p. 120 |
| Reading | |
| ôFrom Bogged Down to Fired Up: Inspiring Organizational Change,ö | p. 132 |
| Case | |
| Merrill Lynch: Evolution, Revolution and Sale, 1996-2008 | p. 140 |
| Reading | |
| ôAn Improvisational Model for Change Management: The Case of Groupware Technologies,ö | p. 149 |
| Case | |
| Charlotte Beers at Ogilvy & Mather Worldwide (A) | p. 163 |
| Reading | |
| ôThe Quest for Resilience,ö | p. 182 |
| Module 3 Implementing Change | p. 199 |
| Introduction | p. 199 |
| Case: Change Classic | |
| Peter Browning and Continental White Cap (A) | p. 203 |
| Reading | |
| ôImplementing Change,ö | p. 211 |
| Case | |
| Marconi plc (A) | p. 220 |
| Reading | |
| ôOrganizational Frame Bending: Principles for Managing Reorientation,ö | p. 239 |
| Case | |
| Leading Culture Change at Seagram | p. 255 |
| Reading | |
| ôWhy Change Programs Don't Produce Change,ö | p. 264 |
| Simulation | |
| The Merger Plan Simulation | p. 276 |
| Case | |
| Oticon: Building a Flexible World-Class Organization (A) | p. 292 |
| Reading | |
| ôChanging the Deal While Keeping the People,ö | p. 298 |
| Case | |
| Ayudhya Allianz C. P.: The Turnaround | p. 308 |
| Module 4 The Recipients of Change | p. 319 |
| Introduction | p. 319 |
| Case: Change Classic | |
| Donna Dubinsky and Apple Computer, Inc. (A) | p. 322 |
| Reading|]13 | p. 336 |
| Case | |
| Wellcome Israel (A) | p. 347 |
| Reading | |
| ôBack to Square Zero: The Post-Corporate Career,ö | p. 357 |
| Case | |
| Emilio Kornau | p. 373 |
| Case | |
| Mark Margolis | p. 375 |
| Case | |
| Kerstin Berger (A) | p. 377 |
| Simulation | |
| Broadway Brokers | p. 384 |
| Reading | |
| ôManaging to Communicate, Communicating to Manage: How Leading Companies Communicate with Employees,ö | p. 389 |
| Module 5 Leading Change: The Personal Side | p. 405 |
| Introduction | p. 405 |
| Case: Change Classic | |
| Wall Disney's Dennis Hightower: Taking Charge | p. 410 |
| Case | |
| Dennis Hightower: Walt Disney's Transnational Manager | p. 415 |
| Reading | |
| ôBob Knowling's Change Manual,ö | p. 423 |
| Case | |
| ôChange Agent ôIn Waitingö | p. 430 |
| Case | |
| ôHenry Silva: Aspiring Change Agent for a Start-up Company | p. 440 |
| Case | |
| ôSusan Baskin: Aspiring Change Agent (A) | p. 445 |
| Reading | |
| ôConverting Middle Powerlessness to Middle Power: A Systems Approach,ö | p. 448 |
| Case | |
| ôThe Young Change Agents | p. 462 |
| Reading | |
| ôLeadership for Change: Enduring Skills for Change Masters,ö | p. 475 |
| Case | |
| ôVinesh Juglal: South African Serial Entrepreneur | p. 494 |
| Module 6 Continuous Change | p. 503 |
| Introduction | p. 503 |
| Reading | |
| ôSeismic Shocks and Systemic Shifts: The Irresistible Rise of a New State Capitalism,ö | p. 506 |
| Case | |
| ôManaging Performance at Haier (A): From Bankrupt Collective Enterprise to the Cover of Forbes | p. 513 |
| Reading | |
| ôBringing Life to Organizational Change,ö | p. 524 |
| Case | |
| ôSingapore Airlines: Continuing Service Improvement | p. 535 |
| Reading | |
| ôCracking the Code of Change,ö | p. 553 |
| Case | |
| ôGE's Two-Decade Transformation: Jack Welch's Leadership | p. 563 |
| Case: Change Classic | |
| ôNigel Andrews and General Electric Plastics (A) | p. 589 |
| Reading | |
| ôGE's Move to the Internet | p. 592 |
| Case | |
| ôGet Me a CEO from GE! | p. 599 |
| Reading | |
| ôThe Immelt Revolution,ö | p. 604 |
| Reading | |
| ôUnlocking the Mystery of Effective Large-Scale Change,ö | p. 610 |
