Changing the Game: Organizational Transformations of the First, Second, and Third Kinds [NOOK Book]

Overview

Virtually all organizations face critical transition points in their life cycle, when they must change how they play the game, or perish. Flamholtz and Randle focus here on three critical moments: the move from entrepreneurial to professional management, when a firm reaches a stage of growth where it can no longer operate in an informal, unstructured way; the revitalization of an established business that is losing ground to competitors; and a radical change in a business vision. Changing the Game provides a ...
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Changing the Game: Organizational Transformations of the First, Second, and Third Kinds

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Overview

Virtually all organizations face critical transition points in their life cycle, when they must change how they play the game, or perish. Flamholtz and Randle focus here on three critical moments: the move from entrepreneurial to professional management, when a firm reaches a stage of growth where it can no longer operate in an informal, unstructured way; the revitalization of an established business that is losing ground to competitors; and a radical change in a business vision. Changing the Game provides a comprehensive framework and a set of tools for the strategic management of organizational transformation. It will help managers meet the challenges of an increasingly competitive business environment.
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Editorial Reviews

From the Publisher
"In our dynamic world, every organization has to face the reality that it is either going to change the game or be changed by the game. Eric Flamholtz and Yvonne Randle have helped PowerBar do the former and I'm excited to see their tools available to everyone through this book."—Brian Maxwell, CEO, PowerBar Inc.

"A clear, crisp guide to achieving the level of transformation necessary to become or remain a market leader. Flamholtz combines the need for strategic focus, alignment, discipline and entrepreneurial energy at the enterprise level in a very special way. I believe that he is on to something very powerful. Dealing with change will be with us forever."—J.M. Nugent, Worldwide President and CEO, Neutrogena Corporation

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Product Details

  • ISBN-13: 9780198027850
  • Publisher: Oxford University Press
  • Publication date: 10/1/1998
  • Sold by: Barnes & Noble
  • Format: eBook
  • File size: 4 MB

Meet the Author

Eric G. Flamholtz is Professor of Management at the UCLA Anderson Graduate School of Management. He is President, and Yvonne Randle is Vice President, of ManagementSystems Consulting Corporation, which has assisted organizations from entrepreneurships to Fortune 500 companies. They live in Los Angeles, California.

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Table of Contents

Preface
Foreword
Pt. I What It Means to Change the Game
1 Changing the Game 3
2 Building Successful Organizations 17
Pt. II Case Studies in Changing the Game
3 Entrepreneurship to Professional Management: Successful Transformations of the First Kind 43
4 Successful Revitalizations: Transformations of the Second Kind 66
5 Successful Vision Transformations Completed and in Progress: Transformations of the Third Kind 91
6 Anatomy of Unsuccessful Transformations 117
Pt. III How to Change the Game: The Tools of Transformational Management
7 Strategic Transformational Planning for Changing the Game: First Steps 149
8 Designing Organizational Structure: Understanding the Fundamentals 174
9 Designing Organizational Structure: Tailoring It to the New Game 193
10 Transforming Behavior to Play the New Game: Leadership and Management Development 215
11 Transforming Behavior to Play the New Game: Utilizing Performance Management Systems and Corporate Culture Management 233
Pt. IV How to Change the Game: Some Overall Lessons
12 Changing the Game in Action: The Bell-Carter Olive Company 255
13 Changing the Game: Lessons for Managers and Boards 278
Notes 295
Index 299
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