Managing Change: Cases and Concepts / Edition 3

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Managing Change: Cases and Concepts, 3e by Todd Jick and Maury Peiperl is comprised of six modules that introduce common threads in the ensuing case studies and readings on organizational change. The materials in this edition—cases and readings—have been chosen and arranged to introduce change as an integrated process. Cases in the text represent a wide variety of change situations. Accompanying many cases are readings, likewise chosen to reflect a broad range of issues. Some readings provide theoretical underpinnings for a case, supporting the action: others challenge the action with alternative viewpoints. Still others provide broader context—views of the changing world, for example, or commentaries on how we look at change; ideas that go well beyond the issues in any particular case.

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Product Details

  • ISBN-13: 9780073102740
  • Publisher: McGraw-Hill Higher Education
  • Publication date: 11/9/2010
  • Edition description: New Edition
  • Edition number: 3
  • Pages: 648
  • Sales rank: 270,920
  • Product dimensions: 6.40 (w) x 9.30 (h) x 1.10 (d)

Table of Contents

Module One - Forces for ChangeCase: Innovation at the Lego GroupReading: The 12 Different Ways for Companies to InnovateCase: Change Classic: Changing the Culture at British AirwaysReading: Re-Energizing the Mature OrganizationCase: Nestlé’s GlobeReading: Has Strategy Changed? Reading: Meeting the Challenges of Disruptive ChangeCase: GlaxoSmithKline and AIDS in South AfricaReading: Rethinking the Social Responsibility of Business: A Reason debate featuring Milton Friedman, Whole Foods’ John Mackey, and Cypress Semiconductor’s T.J. RodgersReading: The Collapse and Transformation of Our WorldModule Two - Changing the Game: From Vision to AdaptationPart 1 The Strategic ImperativesCase: Yinscape and YangsearchReading: The Vision ThingCase: Change Classic: Bob Galvin and Motorola, Inc.Reading: From Bogged Down to Fired Up: Inspiring Organizational ChangeCase: Merrill Lynch: Evolution, Revolution and Sale, 1996-2008Reading: An Improvisational Model for Change Mgt: The Case of Groupware TechnologiesCase: Charlotte Beers at Ogilvy & Mather WorldwideReading: The Quest for ResilienceModule Three - Implementing ChangeCase: Change Classic: Peter Browning and Continental White CapReading: Implementing ChangeCase: Marconi plcReading: Organisational Frame Bending: Principles for Managing ReorientationCase: Leading Culture Change at SeagramReading: Why Change Programs Don’t Produce ChangeSimulation: The Merger Plan SimulationCase: Oticon: Building a Flexible World-Class OrganizationReading: Changing the Deal While Keeping the PeopleCase: Ayudha Allianz CPModule Four - The Recipients of ChangeCase: Change Classic: Donna Dubinsky and Apple Computer IncReading: The Recipients of ChangeCase: Wellcome IsraelReading: Back to Square Zero: The Post-Corporate CareerCase: Mark MargolisCase: Emilio KornauCase: Kerstin BergerSimulation: Broadway BrokersReading: Managing to Communicate, Communicating to Manage: How Leading Companies Communicate with EmployeesModule Five - Leading Change: The Personal SideCase: Change Classic: Walt Disney’s Dennis Hightower: Taking ChargeCase: Dennis Hightower: Walt Disney’s Transnational ManagerReading: Bob Knowling’s Change ManualCase: Change Agent “In Waiting”Case: Henry Silva: Aspiring Change Agent for a Start-upCase: Susan Baskin: Aspiring Change AgentReading: Converting Middle Powerlessness to Middle Power: A Systems ApproachCase: The Young Change AgentsReading: Leadership for Change: Enduring Skills for Change MastersCase: Vinesh Juglal, South African EntrepreneurModule Six - Continuous ChangeReading: Seismic Shifts and Systemic ShocksCase: Managing Performance at HaierReading: Bringing Life to Organizational ChangeCase: Singapore Airlines: Continuing Service ImprovementReading: Cracking the Code of ChangeCase: Change Classic: Nigel Andrews and General Electric PlasticsCase: GE’s Two-Decade Transformation: Jack Welch’s LeadershipReading: GE’s Move to the InternetCase: Get Me a CEO from GEReading: The Immelt RevolutionReading: Unlocking the Mystery of Effective Large-Scale Change

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