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Challenge of Organizational Change: How Companies Experience It and Leaders Guide It
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!
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!
Book Details
- Publisher: Free Press
- Publish Date: Apr 1st, 2003
- Pages: 556
- Language: English
- Edition: undefined - undefined
- Dimensions: 9.06in - 6.12in - 1.34in - 1.74lb
- EAN: 9780743254465
- Categories: • Structural Adjustment• Management - General• Forecasting
About the Author
Kanter, Rosabeth Moss: - Rosabeth Moss Kanter is the Ernest L. Arbuckle professor of business at Harvard Business School.
More books by Rosabeth Moss Kanter
Praise for this book
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.
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.
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.
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.
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.
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.
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.
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.