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McGraw-Hill Companies,Inc.
Managing Change: Text and Cases / Edition 2

Managing Change: Text and Cases / Edition 2


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Product Details

ISBN-13: 9780256264586
Publisher: McGraw-Hill Companies,Inc.
Publication date: 11/27/2002
Edition description: Older Edition
Pages: 544
Product dimensions: 6.40(w) x 9.40(h) x 1.10(d)

Table of Contents


MODULE 1 Forces for Change
Case: Conspiracy of Change at Intuit
Reading: “An Improvisational Model for Change Management: The Case of Groupware Technologies,” Wanda J. Orlikowski and J. Debra Hofman
Case: Change Classic: Changing the Culture at British Airways
Case: British Airways Update, 1991-2000
Reading: “Re-Energizing the Mature Organization,” Richard W. Beatty and David O. Ulrich
Case: Clifford Chance: International Expansion
Reading: “A Note on the Organizational Implications of Globalization,” Erich A. Joachimsthaler, Martin Helmstein and Ralf Leppanen
Reading: “Cultivating the World”

MODULE 2 Changing the Game (From Vision to Adaptation)
Case: Yingcom and Yangnet
Reading: “The Vision Thing (A),” Todd D. Jick
Case: Change Classic Bob Galvin and Motorola, Inc. (A)
Reading: “From Bogged Down to Fired Up: Inspiring Organizational Change,” Bert A. Spector
Case: Motorola: The Next Generation of Change Management
Reading: “Meeting the Challenge of Disruptive Change,” Clayton M. Christensen and Michael Overdorf
Case: Charlotte Beers at Ogilvy & Mather Worldwide (A)
Reading: “The Time Is Ripe For Unorthodox Newcomers,” an interview with Gary Hamel

MODULE 3Implementing Change
Case: Change Classic: Peter Browning and Continental White Cap (A)
Reading: “Implementing Change,” Todd D. Jick
Case: Marconi plc (A)
Reading: “Organizational Frame Bending: Principles for Managing Reorientation,” David A. Nadler and Michael L. Tushman
Case: Leading Culture Change at Seagram (A)
Reading: “Why Change Programs Don’t Produce Change,” Michael Beer, Russell A. Eisenstat, and Bert Spector
Reading: “Cahnging the Deal While Keeping the People” Denise M. Rousseau.
Simulation: The Merger Plan Simulation
Case: Revolution at Oticon A/S (A)
Reading: “United in the Quest to Become Radical,"

MODULE 4 The Recipients of Change
Case: Change Classic: Donna Dubinsky and Apple Computer, Inc. (A)
Reading: “The Recipients of Change,” Todd D. Jick
Case: Welcome Israel (A)
Reading: “Back to Square Zero: The Post-Corporate Career,” Maury Peiperl and Yehuda Baruch
Case: Mark Margolis
Case: Emilio Kornan
Simulation: Broadway Brokers
Reading: “Managing to Communicate, Communicating to Manage: How Leading Companies Communicate With Employees,” Mary Young and James E. Post

MODULE 5 Leading Change: The Personal Side
Case: Walt Disney’s Dennis Hightower: Taking Charge
Case: Dennis Hightower: Walt Disney’s Transnational Manager
Reading: “Bob Knowling’s Change Manual,” Noel Tichy
Case: Three in the Middle: The Experience of Making Change at Micro Switch
Reading: “Converting Middle Powerlessness to Middle Power,A Systems Approach” Barry Oshry
Case: The Young Change Agents
Reading: “The Enduring Skills of Change Leaders,” Rosabeth Moss Kanter

MODULE 6 Continuous Change
Case: Northwest Airlines Confronts Change
Case: Singapore Airlines: Changing to Stay Ahead
Reading: “Change, Stability and Renewal: The Paradoxes of Self-Organizing Systems,” Margaret Wheatley
Reading: “Cracking the Code of Change,” Michael Beer and Nitin Nohria
Case: Nigel Andrews and General Electric Plastics (A)
Reading: “GE’s Move to the Internet,”
Reading: “Sole Flight: A Jack Welch Disciple Finds the GE Mystique Only Takes You So Far,”
Reading: “Unlocking the Mystery of Effective Large-Scale Change,” Peggy Holman

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