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Challenge of Organizational Change


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Table of Contents

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


Jeffrey PfefferStanford Business School, author, "Managing With Power"Insightful and 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. 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 Pfeffer

Stanford Business School, author, "Managing With Power"Insightful and 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.

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