Organizational Transitions: Managing Complex ChangeThe material in this text is essential reading for managers, consultants, and other executives experiencing the "change-stability dilemma." This dilemma raises isses such as an organization's commitment to change, organizational culture, and how to increase and maintain productivitiy, creativity, and innovation in the midst of change. This edition examines the changing environment and provides a contemporary look at how existing knowledge and technology can be usefully applied. Upon finishing this book, the reader will come away with effective guidelines that can be readily applied to the management of change. |
Contents
Managing Complex Change | 1 |
Forces in the Environment | 10 |
Summary | 22 |
Copyright | |
7 other sections not shown
Common terms and phrases
achieve action activity plan agerial agers areas Beckhard behavior cerned change effort Change Management change problem change process change strategy chief executive chief operating officer company's complex change core mission critical mass culture curriculum decisions Defining the desired degree of choice desired future Determining diagnosis dition division domino effects effective employees environment example executive manager faculty forces functions goals iden identified Illustration improvement increased institutions intervention involved issues leadership major manage the change manage the transition management structure managerial managing change manufacturing meeting ment need for change operating orga organization's organizational personnel plant manager potency priorities product management project manager resistance responsibility charting reward system Richard Beckhard role scenario Search of Excellence significant situation staff subsystems tasks technical tion Tom Peters top management trade unions transition management types zation