Breaking the Code of Change

av Michael Beer. Inbunden, 2000

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  • Inbunden (Hardback)
  • Språk: Engelska
  • Antal sidor: 560
  • Utg.datum: 2000-11-01
  • Förlag: Harvard Business School Press
  • Medarbetare: Nohria, Nitin
  • Illustrationer: Illustrations
  • Dimensioner: 245 x 167 x 37 mm
  • Vikt: 930 g
  • Antal komponenter: 1
  • ISBN: 9781578513314

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Michael Beer is the Cahners-Rabb Professor of Business Administration at Harvard Business School.


Preface and Acknowledgements

introduction resolving the tension between theory e and o of change
By Michael Beer and Nitin Nohria

section i: purpose of change: economic value or organizational capability

Chapter 1 Value Maximization and the Corporate Objective Function
By Michael Jensen

chapter 2 the puzzles and paradoxes of how living companies create wealth: why single-valued objective functions are not quite enough
By Peter M. Senge

Chapter 3 Purpose of Change
A Commentary on Jensen and Senge
By Joseph Bower

section ii: leadership of change: directed from the top or high involvement & participative

Chapter 4 Effective Change Begins At the Top
By Jay A. Conger

chapter 5 the leadership of change
By Warren Bennis

chapter 6 embracing paradox: top-down vs. participative management of organizational change
A Commentary on Conger and Bennis
By Dexter Dunphy

section iii: focus of change: formal structure and systems or culture

Chapter 7 The Role of Formal Structures and Processes
By Jay R. Galbraith

chapter 8 changing structure is not enough: the moral meaning of organizational design
By Larry Hirschhorn

chapter 9 initiating change: the anatomy of structure as a starting point
A Commentary on Galbraith and Hirshhorn
By Allan R. Cohen

section iv: planning of change: planned or emergent

Chapter 10 Rebuilding Behavioral Context: A Blueprint for Corporate Renewal
By Sumantra Ghoshal and Christopher A. Bartlett

chapter 11 emergent change as a universal in organizations
By Karl E. Weick

chapter 12 linking change processes to outcomes
A Commentary on Ghoshal & Bartlett and Weick
By Andrew Pettigrew

section v: motivation for change: financial incentives lead or lag and support

Chapter 13 Compensation Systems and Organizational Change: Ideas and Evidence from Theory and Practice
By Karen Wruck

chapter 14 compensation: a troublesome lead system in organizational change
By Gerald E. Ledford and Robert L. Heneman

chapter 15 pay system change: lag, lead, or both?
A Commentary on Wruck and Ledford
By Edward E. Lawler, III

section vi: consultants' role in change: large knowledge driven or small process driven

Chapter 16 Human Performance That Increases Business Performance: The Growth of Change Management and Its Role in Creating New Forms of Business Value
By Terry Neill

chapter 17 a...