Achrol, Ravi S. Changes in the theory of interorganizational relations in marketing:
toward a network paradigm.Journal of the Academy of Marketing
Science 25, no.1 (Winter 1997): 56+.
This article is not just about marketing; it also presents ideas on how to function in a networked,
rather than a hierarchical, organization. Network organizations are made up of functionally
specialized units tied together in exchange relationships. Because of the need for cooperative
exchange, characterized by restraint of power, commitment, trust, solidarity, mutuality, flexibility,
role integrity, and conflict management, the coordination and control mechanisms traditionally
employed by organizations must be adapted to the new needs.
Agocs, Carol. Institutionalized resistance to organizational change: denial, inaction
and repression.Journal of Business Ethics 16, no.9 (June 1997):
917-931.
The author maintains that resistance to organizational change can best be met by helping those
individuals in favor of change, the change advocates, to analyze the institutionalized resistance in
order to respond effectively and strategically.
Albrecht, Karl. The northbound train: finding the purpose, setting the direction,
shaping the destiny of your organization. New York: American Management
Association, 1994. 213 pp. (Shleved at HD58.9.A447 1994).
1/98 version: This book is about vision, meaning, and strategy, as well as the leadership that's
essential in building a culture that can transform those powerful ideas into reality.
Amabile, Teresa M., Regina Conti, Heather Coon, Jeffrey Lazenby and Miachel Herron.
Assessing the work environment for creativity.Academy of
Management Journal 39, no.5 (October 1996): 1154+.
The authors' focus is on the influence of the social environment on individual creative behavior as
an alternative to the more traditional approach of concentrating on the personal characteristics of
the individual. Defining creativity as the production of novel and useful ideas, the authors describe
the instrument used, "KEYS: Assessing the Climate for Creativity". KEYS, designed to assess
agents acting as stimulants and obstacles to creativity in an organization, found that successful
innovation depends on many factors and can be stoked by ideas received from outside the
environment, including technology transfer.
Andrews, Dorine C. and Susan Stalick. Business reengineering: the survival
guide. Englewood Cliffs, NJ: Yourdon Press, 1994. xvi, 302 pp.
A practical guide for professionals charged with making radical changes, this publication outlines
a systemic, interdisciplinary approach to address all facets of organizational change.
Argyris, Christopher. Overcoming organizational defenses: facilitating
organizational learning. Boston: Allyn & Bacon, 1990. 169 pp.
Organizations are urged to consider human behavior so that changes can be made with a minimum
of defensiveness and resistance.
Argyris, Christopher. Overcoming organizational defenses (total quality
management).Journal for Quality and Participation 15, no.2
(March 1992): 26+.
Implementing total quality programs should be done with care in order to avoid resistance.
Defensive routines and reasoning may result unless management is aware of how human behavior
is influenced by change techniques.
Ashkenas, Ron. The boundaryless organization: breaking the chains of
organizational structure. San Francisco: Jossey-Bass, 1995. xxxii, 364 pp.
Traditional management deals with the following boundaries of organizations: vertical hierarchical
levels of staff; horizontal functional areas; external outreach relations; and geographic realities. To
adopt a concept of boundarylessness necessary to cope with the ever-increasing rates of change,
managers, in recognizing the need to go beyond traditional boundaries, need to shift paradigms in
order to make the necessary adjustments in organizational structure and processes to meet the
demands of a fast-moving world. The author provides tools to measure the strength of current
boundaries and identifies means of eliminating the boundaries.
Bearman, David. Impact of information format on management & policy. In
Gateways to comprehensive state information policy. edited by James
A. Nelson , 23-26. Lexington, KY: Council of State Governments, 1990.
This is a discussion of the integration of information resources in support of organizational goals
at different levels.
Bell, Chauncey. Re-membering the future: organizational change: what is it,
and what does mean for records professionals? (Keynote address, Annual Meeting,
NAGARA, July 17, 1997; 28-page address available at
http://www.rbarry.com/nagara1.html).
Bell challenges the archival community, traditionally oriented to the past, to re-invent their
discipline in order to account for the historical role the archival world plays by participating in the
making of history.
Bellardo, Lewis J. Changing organizations: NARA as a case study in changing
organizations: two archives transformation case studies. Washington: National
Archives and Records Administration, 1997. 5 pp. (Presentation, NAGARA, Sacramento,
California, July 17, 1997; BPR214; also accessible at
http://www.archives.gov/about_us/archivists_speeches/speech_7-17-97.html).
Deputy Archivist Bellardo's presentation on NARA's process of organizational change emphasizes
the role of strong leadership and the importance of communication, including
immediately-inclusive communication of the agency's vision, mission, and values statements
through the use of videotapes played simultaneously at all NARA facilities, as well as the
provision of feedback through an e-mail address. Implementation of any organizational changes
have made use of information gathering sessions, the Staff Bulletin newsletter, and an internal
web site to communicate throughout the agency. Bellardo closed his presentation with the
comment that at NARA, "We're not just changing to solve problems; we're changing to create
possibilities...".
Bernardez, Mariano L. Start small, change big.Management
Review (June 1997): 21+.
Three tactics are suggested to facilitate organizational change: key guerilla warfare, waterfall
effect tactic, afterburner follow-up tactic.
Birrell, Andrew. Changing organizations: two archives transformation case
studies: the National Archives of Canada. (Draft unpublished, 10-page paper
prepared for NAGARA Conference, Sacramento, California, July 16-19, 1997, available at
http://www.rbarry.com/nagara6.html).
Author Birrell emphasizes that certain elements must be present for successful cultural change.
These elements are 1) organizations change only when people change, 2) the desire for change
must exceed the drag of resistance; 3) it must be led at the most senior levels of management; 4) it
must be understood and supported at all levels of the organization and 5) it requires perseverance,
a clear set of goals, and a long-term perspective.
Bradford, David L. and Allan R. Cohen. Managing for excellence: the
leadership guide to developing high performance in contemporary organizations.
New York: John Wiley, 1997. (Shelved at HD31.B722 1997).
Leadership is crucial, but less to provide answers than to build the conditions under which
subordinates can give their best. The authors offer three fundamental assumptions for developing
individuals: most people can change, learn, grow; influence between boss and subordinate can be
mutual; most managers can learn the necessary skills. Following a number of practical how-to
chapters, Bradford and Cohen offer seven steps for building beyond adequacy to
excellence.
Bridges, William. Managing transitions: making the most of
change. Reading, MA: Addison-Wesley, 1991. 130 pp.
This book focuses on the human aspect of change, noting that it is people who carry out
organizational change.
Bridges, William. Surviving corporate transitions: rational management in a
world of mergers, layoffs, start-ups, takeovers, divestitures, deregulation, and new
technology. New York: Doubleday, 1988. xii, 227 pp. (Shelved at HD31.B68
1988).
The author maintains that leaders of transition-worthy organizations must meet the challenge of
change with a new outlook and are going to have to build that outlook into a new set of cultural
norms within the organization. Change, according to Bridges, challenges the skills and
understanding of everyone in the workforce and must be viewed as the rule, not the exception,
calling for learning organizations which are capable of flexibility and creativity.
Bruner, Marilyn. Adopting an organizational culture of continual change.CMA: Management Accounting Magazine 70, no.7 (September 1996):
6+.
Organizations must have leaders adept in facing constant and rapid changes at all levels if they are
to provide solutions for problems that change creates.
Brynjolfsson, Erik, Amy Austin Renshaw and Marshall Van Alstyne. The matrix of
change.Sloan Management Review 38, no.2 (Winter 1997):
37+.(Abstract and reprint order link at
http://web.mit.edu/smr-online/past/winter97/index.html).
It is important to recognize the complex interrelationships among technology, practice, and
strategy when considering business process reengineering projects so that managers can
coordinate change in processes. The matrix of change gives management the opportunity to make
improvements as part of an integrated system.
Buchanan, David A. The limitations and opportunities of business process
reengineering in a politicized organizational climate.Human
Relations 50, no.1 (January 1997): 51+.
Business process reengineering approaches create problems of organizational change and process
management.
Building an organizational culture to help create and sustain a focus on results
remains a
work in progress. In The Government Performance and Results Act: 1997
governmentwide implementation will be uneven. , 76-89. Washington: General
Accounting Office, 1997. (Shelved at JK468.P75U54 1997g).
Changing organizational culture in the federal government in order to create and sustain a
results-orientation is ongoing.
Business & Economic Review (University of South Carolina)
42-,
no.1- (July-September 1996-) (An index of articles from January 1986 to July 1997 as well as
full-text online issues from July-September 1996 forward may be accessed at
http://research.badm.sc.edu/research/bereview/contents.htm).
The purpose of the Business & Economic Review is to inform the business professional of new
and existing trends and techniques to improve the management of business
organizations
Cairncross, Frances. The death of distance: how the communications
revolution will change our lives. Cambridge: Harvard Business School Press, 1997.
320 pp.
Cairncross, a journalist, writes about the cataclysmic changes sweeping through communicatins
and how those changes will shape the future.
Campbell, Andrew and Marcus Alexander. What's wrong with strategy? Insights
about value creation rarely emerge from planning processes.Harvard
Business Review 75, no.6 (November-December 1997): 42+.
In this study of the way that strategy is developed, the authors first note that directionless
strategies result when strategists fail to distinguish between purpose (what an organization exists
to do) and constraints (what an organization must do in order to survive). Secondly, they assert
that it is unclear which should come first: objectives or strategies to achieve the objectives?
Finally, according to Campbell and Alexander, the basic ingredient of a good strategy - insight
into how to create value - rarely results from planning sessions. The answer to developing good
strategy is to understand the benefit of having a well-articulated, stable purpose and the
importance of discovering and exploiting insights about how to create more value as an
organization.
Carlin, John W. NARA in a changing world. Washington:
National Archives and Records Administration, 1997. (Plenary Address, NAGARA, Sacramento,
California, July 18, 1997; BPR215; also accessible at
http://www.archives.gov/about_us/archivists_speeches/speech_7-18-97.html).
In his July 1997 Plenary Address to NAGARA, Archivist John W. Carlin discussed the problems
of handling the tremendous amount of paper and computer-generated records NARA receives on
a regular basis, noting that the current shrinkage of government only adds to the volume of
records received. Carlin states that only major operating changes can save NARA. The agency
must work collaboratively with state, local, and intergovernmental organizations groups to meet
our nation's documentary needs. The National Archives and Records Administration must
continue to make efforts to improve electronic public access to its records with the goal of
creating a virtual card catalog of all NARA holdings nationwide.
Chakravarthy, Bala. A new strategy framework for coping with turbulence.Sloan Management Review 38, no.2 (Winter 1997): 69+.
(Abstract and reprint order link at http://web.mit.edu/smr-online/past/winter97/index.html).
Organizations operate in dynamic and complex environments due to technological advances and
global marketplaces. Technology makes it possible for more organizations to exploit new
opportunities. The author offers the following framework for formulating competitive strategy:
rethink strategies as needed; share responsibilities for strategies broadly within the firm with every
employee sharing the vision; and focus on organizational core competencies in order to strengthen
them and integrate the organization's capabilities.
Chakravarthy, Bala and Peter Lorange. Managing the strategy process: a
framework for a multibusiness firm. Englewood Cliffs, NJ: Prentice Hall, 1992. 474
pp. (Abstract and order link at
http://web.mit.edu/smr-online/past/winter97/index.html).
The focus of this book is on the process through which strategies are formed and implemented to
determine if the process can be managed better. The authors discuss how top management can use
the strategy process to minimize the problems of information asymmetry and goal
incongruence.
Clark, Charles E., Nancy C. Cavanaugh, Carol V. Brown and V. Sambamuthry.
Building a change-ready IS organization at Bell Atlantic. 1996.
(BPR205).
In anticipation of the industry paradigm shift brought about by landmark 1996 federal legislation
deregulating the telecommuniciations industry, Bell Atlantic had initiated changes to meet the
challenge of moving employees from an entitlement mindset to an entrepreneurial workforce
primed for change. IS objectives were: 1) to delight customers by delivering high quality products
and services fully responsive to customers' needs; 2) to establish a leadership information
technology talent base to meet the systems requirements of a dynamic business environment while
absorbing and leveraging a constant influx of new technologies; and 3) to achieve low-cost
performance in delivering new solutions to customers via software reuse practices. To meet these
objectives and launch a cultural change, a Centers of Excellence approach was adopted. In order
to create a change-ready organization design, it was decided to create bite-size development
projects, delivered on-time with high quality, and to make sure the staff continuously learns. This
publication was the winner of the Society for Information Management's 1996 International Paper
Award.
Conner, Daryl R. Managing at the speed of change: how resilient managers
succeed and prosper where others fail. New York: Villard Books, 1993. xxi, 282
pp. (Shelved at HD58.8.C652 1993).
Organizations have tried to change too much too fast. Employees have become disillusioned with
the concept of reorganization and the work place has become chaotic. The author, believing that
today's managers need to increase resilience, which is the ability to be flexible and strong in a
chaotic situation, offers suggestions on learning to be more resilient to change.
Crandall, Rick. A linchpin model of change.Executive Edge
Newsletter 28, no.7 (July 1997): 11+.
This article suggests means of implementing change in organizations.
Cripe, Edward J. Use graphic metaphors to communicate organizational
change.Communication World 14, no.1 (December 1996):
34+.
This article calls for the communication of organizational change to employees with the help of
graphic metaphors so that the employees can form mental pictures of what is happening. Visual
mental models allow organizational members to form a common vision for the organization and
find a common ground for planning and dialog.
Davenport, Thomas H., Sirkka L. Jarvenpaa and Michael C. Beers. Improving
knowledge work processes.Sloan Management Review 37,
no.4 (Summer 1996): 53-65.
Authors suggest that organizations choose reengineering approaches which reflect the type of
knowledge work, the organizational culture, and the project's business requirements. In their
definition, the primary activity of knowledge work is the acquisition, creation, packaging, and
application of knowledge. Characterized by variety and exception rather than routine, knowledge
work is performed by professionals or technicians with top skills and expertise. Organizational
management must be aware that although it is wise to view knowledge work from a process
perspective, there are significant differences in that those who deal with knowledge work tend to
resist structured approaches more than those who handle administrative and/or operational work.
Knowlege work tends to be "untidy". Twenty years ago, Drucker noted that "To make knowledge
work productive will be the great management task of this century, just as to make manual work
productive was the great management task of the last century"; today, according to the authors of
this essay, an organization's core competencies must focus on managing knowledge and
knowledge workers now and in the future. A viable approach to improving knowledge work is
needed; the authors suggest ceding day-to-day task control to the professional worker while
maintaining control and direction over strategic issues.
Demers, Russ. Commitment to change.Training &
Development 50, no.8 (August 1996): 22-26.
This article examines a self-directed change-management toolkit called "Exercises for Managing
Change", addressing the external culture and internal human sides of change, which has been
created by Corning, Inc.
Donlon, J. P. The virtual organization.Chief
Executive no. 125(July 1997): 58+.
Virtual organizations focus on their core competencies and strive to develop partnerships or
outsource non-core activities. This article reports on a CEO roundtable discussion on virtual
organizations.
Drucker, Peter F. Managing in a time of great change. New
York: Truman Talley Books/Dutton, 1995. xi, 371 pp.
The theme of this book is the amount of change that has already occurred in today's world and the
change that is coming. The new Network Society is based on knowledge and decentralization:
when specialized knowledge is integrated into a task, the result is productive knowledge; the
more decentralized the structure, the quicker the result occurs.
Ettlie, John E. and Ernesto M. Reza. Organizational integration and process
innovation.Academy of Management Journal 35, no.4 (October
1992): 795+.
The authors suggest that process innovation should be considered an opportunity to significantly
restructure the organization. This innovation need not be restricted to the technological core of an
organization. New integrating mechanisms should be tracked to make sure that initiatives are
being orchestrated for top results.
Evaluating information technology investments: a practical guide.
Washington: Office of Management and Budget, 1995. 15 pp. (Shelved at PrEx 2.6/2:Ev
1).
This guide presents the three-phased investment process for information technology: selection,
control, evaluation. The selection phase compares IT project investments against a standard set of
criteria, emphasizing mission performance. The control phase involves continuous review of new
and ongoing projects, including operational systems. The evaluation phase involves assessment of
completed projects, determination of whether to continue or replace the system and feeding
lessons learned back into the selection and control processes. The report outlines the actions in
each step and also discusses the critical success elements of an IT investment process: senior
management attention, overall mission focus, and comprehensive approach to IT
investment.
Executive guide: improving mission performance through strategic information
management and technology: learning from leading organizations.
GAO\AIMD-94-115. Washington: General Accounting Office, 1996. 48 pp. (Shelved at
JK468.A8U54 1994; companion to later GAO document entitled Executive guide: effectively
implementing the Government Performance and Results Act).
Noted as the best practice model for developing performance measures, this study focuses on the
concept of strategic information management. Making government more effective and efficient is
a national issue which calls for learning more about modern management practices. This report
focusses on what agencies can do now to improve performance by using new approaches to
managing information and related technologies. It summarizes 11 fundamental practices leading to
performance improvements in leading private and public organizations. The report also includes a
template of three steps for information management: decide to change, direct change, and support
change.
Fernberg, Patricia M. The changing workplace: finding hope amid chaos.Managing Office Technology 40, no.5 (May 1995): 14+.
Constant change in the workplace requires adaptivity and flexibility. Management must be able to
adopt new processes and discard outdated techniques. Tools and resources must be made
available to enable the operator to participate in the change process.
Finnie, Bill and Marilyn Norris. On leading change: a conversation with John P.
Kotter.Strategy & Leadership 25, no.1 (January-February
1997): 18+.
Harvard Professor Kotter attributes the change in business thinking from managing change to
leading change to the rapid evolution of the business world. It is now necessary to make big and
bold changes that require leadership. Kotter has outlined an eight-step action plan for change
leadership in his book, "Leading Change". In this book, Kotter recommends establishing a sense
of urgency within the organization, creating a guiding coalition, developing a vision and strategy,
and communicating this vision to the whole organization
Fisher, Jim. Improving human performance in a process management
environment.CMA: Management Accounting Magazine 71,
no.5 (June 1997): 21+.
Process management projects can fail for human-performance reasons rather than problems
related to the process management tasks. Failure to integrate the many human variables can result
in poor performance.
Flores, Ferando. Offering new principles for a shifting business
world. Belmont, CA: Business Design Associates, 1991.
This book focusses on business processes in terms of coordination, not work flows. The author
proposes the view that the fundamentals of human life are the coordination of processes through
language. This process coordination underlies the principles of transaction-cost economics which
addresses the issues of which processes should be handled internally (coordination costs) and
which should be outsourced (transaction costs). Flores suggests that coordination and transaction
costs are the basis of organizational operation.
Gilmore, Thomas N., Gregory P. Shea and Michael Useem. Side effects of corporate
cultural transformations.Journal of Applied Behavioral Sciences
33, no.2 (June 1997): 174+.
The authors identify four results that can be expected when management undertakes cultural
change: ambivalent authority; polarized images; disappointment and blame; and behavioral
inversion. Cultural transformations have fewer side effects when management openly addresses
these results during the change process
Goodman, Michael, Richard Karash, Colleen Lannon, Kellie Wardman O'Reilly and Don
Seville. Designing a systems thinking intervention: a strategy for leveraging
change. Cambridge, MA: Pegasus Communications, 1997. 16 pp. (Shelved at
TS176.D47 1997).
The authors report on how one organization handles a problem by identifying a core issue,
structuring the problem, and designing solution activities as part of the evolving, iterative process
of refinement, observation and further refinement.
Grove, Andrew S. Only the paranoid survive: how to exploit the crisis points
that challenge every company and career. New York: Currency-Doubleday, 1996.
(Shelved at HD58.8.G765 1996).
Based on the author's years in management roles at Intel, this book presents sound ideas on
managing change. Grove suggests that close attention be paid to the time in organizational life
when its fundamentals are about to change: a change that can mean great opportunity or a change
that can signal the end. He calls these change periods "strategic inflection points", and notes that
they call for full-scale change. Grove warns that unattended strategic inflection points can be
deadly and that they can affect careers, as well as organizations. He goes on to demonstrate that
in both cases, the greatest danger is in standing still: there needs to be commitment to a course
accompanied by watchful concern to maintain a constant pace designed to not waste momentum
and/or valuable resources.
Grover, Varun and William J. Kettinger. Business process change:
reengineering concepts, methods and technologies. Harrisburg, PA: Idea Group
Publishing, 1995. xii, 687 pp. (Shelved at HD58.8.G77 1995).
This book, a compilation of perspectives and treatments on almost every conceivable facet of
reengineering, is intended to serve as a body of knowledge on which future work in the area of
business process improvement can be grounded. Part I is an overview examining the concept of
process change, its enablers, the importance of information management, and some theoretical
foundations. Part II, Information Technology, evaluates the centrality of information technology
in process change. Part III, Methods, provides a generic methodology and a powerful set of tools
and techniques for modeling and evaluating process change. Part IV, Implementation, deals with
organizational problems in conducting process change. Part V, the Information Systems Function,
examines the role of IS professionals in process change.
Grover, Varun and William J. Kettinger. The impacts of business process on
organizational performance.Journal of Management Information
Systems 14, no.1 (1997): 9-12.
This introduction to a special feature on business process change (BPC) and its impact on
organizational performance notes that the articles examine 1) the transformation of physical
processes to virtual processes; 2) the reinvention of organizational control describing the four
states of evolution of controls systems ranging from automated control to humanistic control with
a suggestion for a risk-management approach to the assessment of control systems; 3) the efficacy
of empowerment and teams showing the extent autonomous teamwork in organizations with high
capacities for learning and a high level of cultural readiness results in greater improvements in
process outcomes; 4) the balance or fit of change in order to outperform organizations changed in
an unbalanced way; and 5) the facilitators of and inhibitors to major change initiatives. The guest
editors conclude that successful change requires "considerations of virtualization of physical
processes, careful redesign of organizational control to manage the changed contest, creation of
learning-friendly environments, a balance between aspirations and the conduct of change, and
recognition that change is complex, interdependent, and should not be promoted by a group with
parochial interests".
Grover, Varun, James T. C. Teng and Kirk D. Fiedler. Technological and
organizational enablers of business process reengineering. In Business process
change: reengineering concepts, methods and technologies. edited by Varun Grover
and William J. Kettinger , 16-33. Harrisburg, PA: Idea Group Publishing, 1995. (Shelved at
HD58.8.G77 1995).
Many organizations are undergoing major changes in structure and management practice in order
to be viable in today's competitive environment. This chapter develops a framework for process
change showing how functional activities may be fundamentally reconfigured through the
reduction of physical coupling and the enhancement of information coupling (Version of article
abstract).
Guha, Subo, Varun Grover, William J. Kettinger and James T. C. Teng. Business
process change and organizational performance: exploring an antecedent model.Journal of Management Information Systems 14, no.1 (1997):
119-154.
This report discusses a model which proposes facilitating antecendents to successful business
process change. Case studies showed that the least successful projects were low in cultural
readiness and change management.
Gulledge, Thomas R., David H. Hill and Edgar H. Sibley. Public sector
reengineering: applying lessons learned in the private sector to the U.S. Department of
Defense. In Business process change: reengineering concepts, methods and
technologies. edited by Varun Grover and William J. Kettinger , 526-555.
Harrisburg, PA: Idea Group Publishing, 1995. (Shelved at HD58.8.G77 1995).
This chapter describes a DoD study to identify private sector success factors applicable to public
sector reengineering efforts. Although the authors believe that technology is changing
organizational structures and management practices in public sector organizations, the size of
many public sector organizations and diffuse management control make implementation difficult.
It is pointed out that the elimination of employees as a consequence of functional process
improvement can be seen to diminish a manager's status, i.e., those who increase efficiency the
most are the ones who are likely to lose personnel slots. From an efficiency point of view, the
ultimate objective of every manager should be to eliminate non-value-added activities, but if
personnel reduction is threatening, how can people be motivated to downsize efficiently?
Recommendations made for addressing implementation problems include the felt need for top
management commitment and close involvement. The authors suggest that several key processes
should be selected for change; only when success is demonstrated should additional processes be
selected for innovation (version of article abstract).
Hagel, John and Arthur G. Armstrong. Net gain: expanding markets through
virtual communities. Boston: Harvard Business School Press, 1997. 235 pp.
The authors present the challenge of change facing management as they seek to turn traditional
organizations into virtual communities. Managers need to adopt a new and different mental model
and rethink where value can best be created.
Hall, Lucy. Mastering change can be accomplished.Business
Journal Serving Phoenix & the Valley of the Sun 17, no.28 (May 9, 1997):
35+.
Hall offers management techniques for helping employees cope with organizational change by
developing new problem-solving skills. She also emphasizes the fact that managers must become
leaders of change and suggests that a variety of recognition programs be used during the time of
change.
Hambrick, Donald C., David A. Nadler and Michael L. Tushman. Navigating
change: how the CEOs, top teams and Boards steer transformation. Cambridge:
Harvard Business School Press, 1997. 432 pp.
According to the publishers, this book brings together the latest insights and ideas on senior
leadership from the world's foremost business thinkers and practitioners. Successful organizational
transformation requires vigilance, appetite for change, concerted effort, and clarity of purpose
from the CEO, the top management team, and the Board of Directors. This collection examines
all three parties and their roles in designing and navigating effective change.
Hammer, Michael and James Champy. Reengineering the corporation: a
manifesto for business revolution. New York: HarperCollins, 1993. 223 pp.
(Shelved at HD58.8.H356 1993).
According to Hammer and Champy, it is time for American corporations to abandon traditional
managerial and performance practices. The authors believe that corporations must begin a radical
reinvention of how they do business. Business reengineering is about starting over, not about
fixing existing structures. The authors believe that new business processes need to be
implemented in order to produce results that have value. The book contains examples and case
studies.
Handy, Charles. Beyond certainty. Cambridge, MA: Harvard
Business School Press, 1996. vii, 221 pp.
This collection of "Handy" essays and articles created over a five-year period serves as a synopsis
of the business theorist's thoughts. Handy, a leading management thinker in Great Britain today,
believes that federalism will be the organizational structure of the future and that individuals will
have a portfolio of jobs rather than a single career in the future.
Hawkins, Peter. Organizational culture: sailing between evangelism and
complexity.Human Relations 50, no.4 (April 1997):
417+.
This article traces the rise of a new school of thought regarding organizational culture and
organizational change.
Heifetz, Ronald A. Leadership without easy answers.
Cambridge, MA: Belknap Press of the Harvard University Press, 1996. 348 pp.
According to Heifetz, leadership requires knowing the social system well enough to predict how
stressful the challenge facing it will be and how capably the system will absorb the stress. In
addition, the leader must have the critical capacity to manage oneself in order to lead others to
adapt. Leaders are those who take responsibility for the "holding environment" of the
organization: to do so requires that the leader maintains his or her own perspective by alternating
between participating and observing; distinguishing self from role; externalizing the conflict; using
partners; listening, using oneself as data; finding a sanctuary; and preserving a sense of
purpose.
High-risk series: an overview. GAO\HR-97-1. Washington:
General
Accounting Office, 1997. 104 pp. (Shelved at JK404.A35 no.97-1 Also available at
http://www.gao.gov/AIndexFY97/abstracts/hr97001.htm).
Continued annual oversight by appropriate Congressional committees is important if agencies are
to effectively implement laws and achieve goals.
Hopfl, Heather, Sheila Smith and Sharon Spencer. Values and valuations: the
conflicts between culture change and job cuts.Personnel
Review 21, no.1 (January 1992): 24+.
Companies undergoing organizational change must be very careful about changing organizational
culture and restructuring values.
Horne, John F. What is this "productivity" thing, anyway?Business Forum 21, no.3 & 4 (Summer-Fall 1996): 2-4. (Shelved
at BPR191).
Organization development expert John Horne argues that many firms have taken a short-sighted
approach in trying to improve productivity by implementing a downsizing process without
balancing other crucial considerations. His holistic approach embraces both structural productivity
and operational productivity. To achieve the latter, organizations must pay attention to morale,
training, and culture change.
Huizing, Ard, Esther Koster and Wim Bouman. Balance in business reengineering: an
empirical study of fit and performance.Journal of Management Information
Systems 14, no.1 (1997): 93-118.
This study addresses the complex relationship between fit and performance in business
reengineering. In the process of achieving fit, organizational goals are compared to current
performance and revealed gaps are closed by changed management measures. Achieving fit
implies that reengineering measures are properly attuned to objectives. The authors discuss the
relationships between goals and measures with which organizations hope to achieve the
improvements needed.
Index to PPM resource lists. revised ed. Washington: NASA
Headquarters, 1994. 2 pp. (NASA's Program/Project Management Resource Lists are accessible
at
http://www.hq.nasa.gov/office/hqlibrary/ppm/ppmbib.htm).
These Program/Project Management Resource Lists are bibliographies created to introduce the
NASA project management community to current management topics.
Kadaba, Sridha G., Walter H. Mengden and Mike McGrath. Creating value through
improving performance measurement in financial services.Journal of
Strategic Performance Measurement 1, no.2 (April-May 1997): 43-48.
Performance measurement information offers a distinct advantage to management. Performance
measurement processes should be flexible and timely and provide information critical to support
decisions. Adapting to change, measuring performance effectively, and putting information to
good use will help organizations succeed.
Kanter, Rosabeth Moss. Transcending business boundaries: how 12,000 world
managers view change.Harvard Business Review (May-June
1991): 151.
This survey found that change is everywhere in the world -- in companies, organizations, and
cultures.
Keen, Peter G. W. The process edge: creating value where it
counts. Boston: Harvard Business School, 1997. xvii, 185 pp.
Using the economic model he developed, Keen shows the manager-reader how to prioritize
processes. The reader can determine the real cost and value of process improvement using tools
provided for applying the model. Only those processes important to the organization need to be
improved.
Klempa, Mathew J. Understanding business process reengineering: a sociocognitive
contingency model. In Business process change: reengineering concepts,
methods and technologies. edited by Varun Grover and William J. Kettinger ,
78-122. Harrisburg, PA: Idea Group Publishing, 1995. (Shelved at HD58.8.G77 1995).
This chapter positions BPR innovation as a multiplicative interaction among three innovation
metaforces: organization culture, organization learning, and knowledge sharing. The author
discusses managerial application of the model, including organization culture, organization
learning, and knowledge sharing interventions. The framework suggest research modalities for
onsite research.
Kolodny, Harvey, Michel Liu, Bengt Stymne and Helene Denis. New technology and
the emerging organizational paradigm.Human Relations 49,
no.12 (December 1996): 1457+.
The authors discuss organization design in the context of new technology moving toward a new
work paradigm with new organizational design patterns resulting from the change.
Koster, Esther, Wim Bouman and Ard Huizing. The profitability of balanced
change: an empirical study on business reengineering in the Netherlands.
Amsterdam, The Netherlands: University of Amsterdam, 1996. (Paper written for the Cranfield
Academic Conference on BPR, February 21, 1996.
This paper raises an important research question: Are organizations that manage radical change in
a balanced way more successful than those that do not? Managing change processes in a balanced
way is perceived to be essential for success, particulary when aiming for substantial performance
improvements in the marketplace. The profitability of reengineering initiatives is assumed to be
dependent on the degree to which the distinquished design and implementation dimensions of the
change process fit together harmoniously. Unfortunately, most organizations failed to meet these
conditions. Only a minority of the examined organizations actually changed in a balanced way,
resulting in a higher success rate. The major concepts and findings of the research study based on
a survey of Dutch organizations are discussed in detail (article abstract version).
Kotter, John P. Leading change: why transformation efforts fail.Harvard Business Review 73, no.2 (March-April 1995):
59-67.
Successful organizational change is a result of cooperative interpersonal and group
behavior.
Kotter, John P. Leading change. Cambridge: Harvard Business
School, 1996. 224 pp. (Book, developed from the author's article, "Leading change: why
transformation efforts fail", which appeared in the March-April 1995 Harvard Business Review,
is shelved at HD58.8.K65 1996).
The author lists eight mistakes of managing change, giving examples from his experience. He then
presents an eight-stage process of change with highly useful examples of how to implement the
change. The change framework acts as a roadmap for the organization and encourages talk about
transformation and change strategies. This is a hands-on, practical book with an emphasis on the
engine that drives change - leadership - and on showing how a purely managerial mindset
inevitably fails.
Kuhn, Jerry A. and Tena Carson Figgins. You need a strategic plan to win.Journal for quality and participation 17, no.4 (July-August 1994):
44-48.
This article is on designing and implementing organizational change. If the organization described
here sounds like yours, the strategic planning process experience may help you in designing and
implementing your own planned organizational change.
Larkin, T. J. Reaching and changing frontline employees.Harvard Business Review 74, no.3 (May-June 1996): 95+.
The authors argue that when you need to communicate a major change, it is wise to stop
communicating values; communicate face-to-face, and spend your time, effort, and money on
frontline supervisors. Frontline employees want to receive information from their immediate
supervisors, not from videos. Supervisor-employee communication counts the most toward
changed behavior at the front line.
Lewis, Laurie K. Users' individual communicative response to intraorganizationally
implemented innovations.Management Communication
Quarterly 10, no.4 (May 1997): 455+.
This article addresses the results of an empirical study of users' reactions to
intraorganizational-implemented innovations and other planned changes.
Magrath, Allan J. The 6 imperatives of marketing: lessons from the world's best
companies. New York: American Management Association, 1992. 196 pp.
(Shelved at HF5415.122.M34 1992).
1/98 version: The author identifies six make-or-break issues that organizations must understand
and conquer if they want to achieve market leadership.
Majchrzak, Ann and Qianwei Wang. Breaking the functional mind-set in process
organizations.Harvard Business Review 74(September-October
1996): 93-99. (BPR192).
Employees do not change the way they operate simply because they have been reorganized.
Managers sometimes have the misconception that by organizing employees into teams, the
employees will function differently. This article, containing a case study of various organizations,
shows that only those manufacturers fostering a sense of employee responsibility actually achieved
the goals of reengineering.
Marchand, Donald and Michael J. Stanford. Business process redesign: a framework
for harmonizing people, information and technology. In Business process
change: reengineering concepts, methods and technologies. edited by Varun Grover
and William J. Kettinger , 34-56. Harrisburg, PA: Idea Group Publishing, 1995. (Shelved at
HD58.8.G77 1995).
This chapter evaluates the role of information management as a key dimension in BPR, addressing
issues in information management in the context of a transformational framework linked to
organizational configuration, organizational culture, and processes. Nine information management
principles central to successful reengineering efforts are highlighted and described.
Maurer, Rick. Options in work force planning.Supervision 58, no.5 (May 1997): 17+.
Identifying skills needed if organizations are to change rapidly to meet goals, the author
encourages cross training of staff, and other means of developing new staffing plans in line with
organizational changes. Attrition, alternate placement and reduced hours are other issues that are
addressed.
McGourty, Jack, Lemuel A. Tarshis and Peter Dominick. Managing innovation:
lessons from world class organizations.International Journal of Technology
Management 11, no.3-4 (March 1996): 354+.
An innovation model that provides a framework for guiding R&D within organizations is
provided. Four critical dimensions are emphasized: inquisitive, advocative, collaborative and
goal-directed dimensions.
McKenna, Regis. Real time: preparing for the age of the never satisfied
customer. Boston: Harvard Business School Press, 1997. 224 pp. (Shelved at
HF5548.M365 1997).
The idea of eliminating hierarchical organizations and long-term planning and developing "real
time" management emphasizing results and customer needs is discussed in this article. Networking
makes it possible for organizations to be distributed and connected at the same time -- to live in a
boundaryless world.
McMaster, Michael D. The intelligence advantage: organizing for
complexity. Boston: Butterworth-Heinemann, 1996. xxiii, 245 pp. (Shelved at
HD31.M3856 1996).
In exploring the possibilities of human organization, the author aims to provide access to a way of
thinking and questioning that is capable of transforming organizations to meet the demands of the
Information Era. If we intend to create a complex intelligent system through organizational
change, then each instance of a blockage or breakdown is an opportunity to discover the natures
of the old structures and an occasion for creativity in designing new structures.
McMaster, Michael D. Organizational theory. In The intelligence
advantage: organizing for complexity. , 43-105. Boston: Butterworth-Heinemann,
1996. (Shelved at HD31.M3856 1996).
In this section, the basis for a new theory of organization based on complexity is developed. The
theory calls for freedom designed with an understanding of complex intelligent systems and their
self-organizing nature. The process of breaking free begins with a leadership able to understand
the grip of the past, as well as grasp the nature of possibility, and willing to lead by
example.
McNamara, Carlton P. Organizational excellence.Business &
Economic Review (University of South Carolina) 43, no.4 (July-September 1997):
19+. (Shelved at BPR216; accessible online at
http://research.badm.sc.edu/research/bereview/be43_4/mcnamara.htm).
This article asserts that, in order to be successful, organizations must establish a flexible but clear
strategic direction with a team-based organizational concept and supporting processes and
systems in place. They must also show a relentless commitment to the intangibles of leadership
style, human resource planning, company values. According to the author, the bottom line is that
organizational excellence demands a new leadership style. As a result of that leadership, the most
successful organizations create a special culture with a unique blend of values, beliefs, tools, and
language. This article offers a lot of good information illustrated with quotes from business
leaders; one from John F. Welch, CEO of GE, calls for an organization with the "type of liberated,
involved, excited, boundary-less culture that is present in successful start-up enterprises". Isn't
that where we would all like to work?
Mescon, Michael H. and Timothy S. Mescon. Opportunities abound with constant
change.Atlanta Business Chronicle 20, no.9 (August 1, 1997):
7+.
The article's suggestions on how to deal with organizational change include advice on the
importance of setting both long-term and short-term goals and the need to be flexible and adapt to
constant change in an organizations
Mihm, J. Christopher. GPRA and the new dialogue.Public
Manager 24, no.4 (Winter 1995-1996): 15-18.
The author notes the positive benefits accruing to organizations that focus on outcomes as
required by GPRA. Clarity of mission, achievement of outcomes, and systematic use of
performance information improve organizational effectiveness necessary for survival.
Miles, Raymond, Charles C. Snow, John A. Mathews, Grant Miles and Henry J. Coleman.
Organizing in the knowledge age: anticipating the cellular form.Academy of Management Executive 11, no.4 (November 1997):
7+. (BRP232; also available online through Proquest).
1/98 version: The focus of the US economy has shifted first to information-intensive industries
such as financial services and logistics, and now toward innovation-driven industries, such as
computer software and biotechnology, where competitive advantage lies mostly in the innovative
use of human resources. This was a move from the era of standardization to customization, and
the new organizational form found most helpful has been the network organization which can
respond rapidly to demands for new products and services. The coming century is predicted, by
the authors, to be the era of innovation. The new organizational form will rely on clusters of
self-organizing components collaboratively investing the organization's know-how in product and
service innovations for markets they have helped to create and develop. Such organizations can
best be described as cellular, suggesting a living, adaptive organization, able to respond rapidly to
new demands.
Mintzberg, Henry and James Brian Quinn. The strategy process: concepts,
context and cases. Upper Saddle River, NJ: Prentice Hall, 1996. 990 pp.
This collection of readings includes some exciting new concepts: core competency strategies,
strategic outsourcing, managing with new digital technologies; managing hypercompetition;
addressing global dimensions of today's major strategy issues; global competition, high technology
concepts, new organizational forms, and the the cross functional aspects of strategic
management.
Morecroft, John D. W. and John D. Sterman. Modeling for learning
organizations. Portland, OR: Productivity Press, 1994. 400 pp. (Shelved at
HD30.4.M626 1994).
To improve effective functioning within complex systems, building models can be used to test
how an organization works in order to test policies, discover thinking flaws, and understand
sensitivities and leverage points. This collection of essays by leading system dynamicists
demonstrates how modeling can support organizational learning.
Nadler, David A. Champions of change: how CEOs and their companies are
mastering the skills of radical change. San Francisco: Jossey-Bass, 1997. 368 pp.
(Shelved at HD30.29.N34 1990).
The author's basic teachings are now accepted by many organizations: the CEO must lead the
change; the entire organization must be involved; and the organizational culture must be taken
into account before any major change. The first part of the book is a solid summary of what it
takes for successful organizational change, with a review of why change is so hard and the
presentation of a five-step plan for managing the process. The rest of the book leads the reader
into new thinking about organizational change.
Nevis, Edwin C., Anthony J. DiBella and Janet M. Gould. Understanding
organizations as learning systems. Cambridge: MIT, [1997]. 15 pp. (BPR226;
available online at http://learning.mit.edu:80/res/wp/learning_sys.html).
The authors provide a framework for examining an organization, based on its "learning
orientations," a set of critical dimensions to organizational learning, and "facilitating factors," the
processes that affect how easy or hard it is for learning to occur.
Newhouse, Bob. Customer feedback as a catalyst for change.Strategy & Leadership 25, no.3 (May-June 1997): 60+.
Organizations that effectively use feedback as a means of identifying and meeting customer needs
tend to have senior management that accepts the power of customer feedback and a general
culture of accountability
Organizational change. Washington: NASA, 1994. 5 pp.
(BPR230;
also accessible at http://www.hq.nasa.gov/office/hqlibrary/ppm/ppm11.html).
This five-page bibliography prepared by the NASA Headquarters Library contains titles dealing
with planning and/or initiating organizational change.
Pascale, Richard, Mark Millemann and Linda Gioja. Changing the way we
change.Harvard Business Review 75, no.6
(November-December 1997): 127-139.
The burden of change frequently falls on too few people. There is a need to enlist more people to
contribute to organizational success if there is to be a fundamental change or transformation. The
authors identify three interventions that will help organizations achieve the overall agilitynecessary
for transformation.
Peters, Tom. Thriving on chaos: a handbook for a management
resolution. New York: Knopf, 1987. xiv, 708 pp. (Shelved at HD70.U5P4).
Stressing his theme that management needs to innovate, the author emphasizes total quality
management (TQM) principles as a means of dealing proactively with chaos. From TQM, Peters
goes on to focus on the need to challenge conventional wisdom and to embrace
change.
Pisano, Gary P. Knowledge, integration, and the locus of learning: an empirical
analysis of process development. Cambridge, MA: Harvard Business School, 1994.
144 pp. (Accessible at http://www.hbs.harvard.edu/units/tom/working_papers/knowledge.html,
this paper will be published in a forthcoming issue of Strategic Management Journal).
Although this essay is on process development in pharmaceuticals, it has much to offer other
institutions on the broader issues of how organizations create, implement, and replicate new
routines. The author differentiates between learning-before-doing (anticipating and proactively
identifying potential problems and designing solutions to problems right at the beginning) and
learning-by-doing (receiving feedback through actual experience and improving through constant
iteration). The study's analysis indicates that the approach taken depends on the nature of the
organization's knowledge environment. Deep knowledge increases the quality of
learning-before-doing; learning-by-doing is more necessary when the organization lacks the
underlying knowledge to predict problems/solutions. As organizations gain experience through
learning-by-doing, their knowledge bases become deeper and they can become more
proactive.
Porter, Michael E. Competitive strategy: techniques for analyzing industries
and competitors. New York: Free Press, 1980. xx, 396 pp. (Shelved at HD41.P67
1980).
1/98 version: This book was written for managers seeking to improve the performance of their
organizations, including government officials seeking to understand competition in order to
formulate public policy.
Pritchett, Price. Mindshift: the employee handbook for understanding the
changing world of work. Dallas, TX: Pritchett & Associates, 1996. 60 pp. (Shelved
at HD58.8.P75 1996b).
The author discusses the high-velocity change taking place today and suggests that employees
become "knowledge workers" and embrace new knowledge by taking personal responsibility for
continued learning, including the mastery of new technological skills, and the adoption of new
tools. He concludes that successful employees will fill the following new work roles: they must
become "world class adapters" in order to make it easier for their organizations to change; they
must speed up everything they do by increasing their sense of immediacy, learning to let go of
things and abandoning the nonessential; they must become innovators and think toward the "new
and improved", always looking toward making their own products or services obsolete, and
inventing the next generation upgrades; they must concentrate on building their own knowledge
base, each employee must become a learner; and, finally, they must strive to keep their
organization flexible and ready to shift with the world's changing conditions.
Pritchett, Price and Ron Pound. The employee handbook for organizational
change. Dallas, TX: Pritchett & Associates, 1996. 40 pp. (Two editions shelved at
HD58.8.P75 1990, 1996).
Managing change is everybody's job, according to this short, but helpful, employee handbook.
Beginning with a quote from Pete Silas, Chairman of Phillips Petroleum, "We can't wait for the
storm to blow over, we've got to learn to work in the rain", the handbook suggests ways to face
problems, find opportunities, and invent the future.
Pritchett, Price and Ron Pound. High-velocity culture change: a handbook for
managers. Dallas, TX: Pritchett & Associates, 1993. 44 pp. (BPR190; also shelved
at HD58.7.P74 1993).
This handbook for managers suggests guidelines for achieving dramatic organizational culture
shifts.
A process to implement organizational change. Greenbelt,
Maryland:
Goddard Space Flight Center, 1996. (This publication may be accessed at
http://fdd.gsfc.nasa.gov/org_change/coverpage.html).
The purpose of this document is to describe a macro level process for implementing changes in an
organization. The macro process was defined to accommodate both small, organizationally
independent changes, as well as comprehensive, total organizational change. The high-level macro
process includes the following lower-level processes: 1) assess new process for reasonableness,
including a high-level preliminary review for completeness and a more formal, detailed review of
the proposed changes before the `approval to proceed'; 2) develop organizational requirements
and structure that meets the needs of the organization, people, and environment in order to
accommodate the new process; 3) plan the transition addresses all of the organizational, resource
and interface elements that must be included in the plan; 4) implement the transition plan; 5)
establish metrics, including data collection, data analysis and means of providing corrective
actions and feedback, to be used to evaluate the effectiveness of the new organization. The
document includes a number of explanatory figures within the text as well as helpful
appendices.
Reengineering for results: keys to success from government
experience. Washington: National Academy of Public Administration, 1994. 128
pp. (Shelved at HD58.8.C38 1994).
This staff study provides the results of a detailed study of government business process
reengineering (BPR) efforts and a guide on how to reengineer organizations successfully. The
guide identifies six success factors and presents characteristics, questions, steps, and examples for
each factor.
Sanchez, Paul. Agents for change.Communication
World 14, no.3 (February 1997): 52+.
The author focusses on the role of communication leaders in managing organizational change.
Communication has become increasingly important and there is a felt need for efficient, effective,
two-way information flow within organizations. Sanchez emphasizes communicating to
employees in such a way that they are educated about the values and culture of the
organization.
Sastry, M. Anjali. Problems and paradoxes in a model of punctuated organizational
change.Administrative Science Quarterly 42, no.2 (June 1997):
237-275.
In working with organizational change issues, Sastry proposed additions to the Tushman and
Romanellis' theory of organizational change to account for punctuated organizational
transformations. The original theory claimed that organizations undergo occasional dramatic
revolutions or punctuations to overcome inertia and set a new course for the organization. This is
an evolutionary process with organizations alternating between two modes of behavior. During
stable periods, called convergence, change is restricted to incremental alterations. Dramatic shifts
are infrequent reorientations or recreations. A simulation model formalizing the conventional
theory demonstrates that organizations freqently falter following reorientation. Sastry's model
proposes a routine for monitoring organization-environment consistency in addition to a heuristic
suspending change for a trial period following a reorientation. The author claims that while
external events may set the pace of some organizational changes, under turbulent conditions
successful change requires internal pacing.
Savage, Charles M. Fifth generation management: co-creating through virtual
enterprising, dynamic teaming, and knowledge. Revised ed. [Bedford, MA]: Digital
Press, 1997. 341 pp.
Savage offers suggestions for helping management get out of the Industrial Era and into the
Knowledge Era.
Schein, Edgar. Process Consultation: its role in organization
development. Addison-Wesley Series on Organizational Development. Reading,
MA: Addison-Wesley, 1969. 147 pp. (Shelved at HD69.C6.S28).
The author is interested in the consultation process before organizational development takes
place. The consultation process is the method of deciding what the problems of the organization
are and what the expected goals should be. This book discusses the actions before the
organizational plan is put into action.
Schein, Edgar H. Three cultures of management: the key to organizational
learning.Sloan Management Review 38, no.1 (Fall 1996):
Reprint 3811. (BPR 212; 12-page paper also accessible online at
http://web.mit.edu/smr-online/past/fall96/index.html).
According to Schein, organizations fail to learn because of a lack of communication between the
following three subcultures: the local culture of operators based on interaction; the engineering
culture responsible for the organization's technology; the executive culture with outside concerns.
It is important that all groups recognize cultural differences and learn to work
together.
Schneider, Benjamin, Arthur P. Brief and Richard A. Guzzo. Creating a climate and
culture for sustainable organizational change.Organizational
Dynamics 24, no.4 (Spring 1996): 6+.
The people within organizations have to change if the organizations are to change. To make
changes stick, management must look at all the policies and practices that create the
organizational environment.
Schneider, William E. The reengineering alternative: a plan for making your
current culture work. Burr Ridge, IL: Irwin, 1994. xv, 173 pp.
Improvement must begin within the organization, according to this author who focusses on how
to plan change based upon the strengths and objectives of the organizational culture.
Schulman, Sandy. Consensus and politics of change.Information
Today 14, no.4 (April 1997): 46+.
Work diligently to gain solid agreement and acceptance among members of an organization at all
levels before going ahead with ideas that involve organizational culture change. Change involves
moving from one's comfort zone and that is stressful even if the movement is toward something
good.
Scott, Michael P. Being centered, setting limits, and having fun.Association Management 49, no.3 (March 1997): 55+.
It is possible for individuals to manage change and develop a greater sense of career focus in the
midst of this dynamic environment by examining three principles: 1) the principle of centeredness
which means that as a centered person you have a strong mission or purpose in life, values to help
you in your decisionmaking efforts, and a vision to steer your future; 2) the principle of limits
which means that you can't do everything, but must focus on what is important versus what is
urgent. Create a greater sense of balance to the physical, mental, social, and spiritual aspects of
your life; 3) the principle of fun, which means keeping life in its proper perspective by having
fun.
Senge, Peter. The fifth discipline: the art and practice of the learning
organization. New York: Currency, Doubleday, 1994. xiii, 593 pp.
Senge describes how organizations suffer from learning disabilities that prevent them from seeing
threats and opportunities. He effectively demonstrates the need to become a learning
organization.
Shareef, Reginald. A Popperian view of change in innovative organizations.Human Relations 50, no.6 (June 1997): 655+.
Changes are occurring so rapidly in innovative organizations that the Popper paradigm theory of
"revolution in permanence" is no longer valid, according to the author.
Shenkman, Michael. Getting attention is key to implementing change.Business Journal Serving San Jose & Silicon Valley 15, no.8 (June 23,
1997): 26+.
It is important to show that goals are attainable in order to achieve organizational change.
Encouraging workers to become focussing and to continually learn in order to improve skills is
also important.
Sheridan, Kevin. 16 steps to changing corporate culture.Bank
Marketing 29, no.4 (April 1997): 27+.
This article suggests steps to manage change through cultural shift and encourages organizations
to adopt a quicker pace in their activities. Energy should be directed towards achieving results and
risks should be encouraged. Standards should be upgraded to guarantee high quality.
Shoop, Tom. Gore's gamble: the Clinton Administration is banking on the Vice
President's National Performance Review to restore luster to government.Government Executive 25, no.7 (July 1993): 18-26. (BPR199).
The Clinton Administration is banking on the National Performance Review (NPR) to restore
luster to the government. Vice President Al Gore, who is running the review, explains its
objectives in an interview.
Siew Kien, Sia and Boon Sion Neo. Reengineering effectiveness and the redesign of
organizational control: a case study of the Inland Revenue Authority.Journal
of Management Information Systems 14, no.1 (1997): 69-92.
This paper addresses the question of whether traditional management controls have been
eliminated, compromised, or rendered irrelevant amid such dynamic organizational changes, and,
if so, how the management control function in a reengineered organization evolves. The case
study analysis suggests a restructuring of control dependency through automation and
cooperation with external agencies, a shift in management practices toward more refined
segmentation of control practices and greater leverage on back-end control, and increased reliance
on outcome control.
Sissell, Kara. Reexamining reengineering: down to microsurgery.Chemical Week 158, no.22 (June 5, 1996): 29-33.
The author suggests that management should look closely at human resources and reskilling,
improved incentive systems, new performance measurements, and a more flexible organization
that can accommodate rapid change.
Smith, Douglas K. Taking charge of change: ten principles for managing
people and performance. Reading, MA: Addison-Wesley, 1996. xi, 3145 pp.
Smith provides a guide for understanding and implementing change efforts with ten principles that
center on rules to get people to change. Concrete, specific performance consequences, according
to Smith, are the only reasons people will change skills, behaviors, and relationships. Finally,
Smith contends that no one can take responsibility for another person's decision to
change.
Stauffer, David. The new think on high-control management: set boundaries
instead.Management Update: Newsletter from Harvard Business
School 2, no.11 (November 1997): 1-4.
Management is encouraged not to achieve control by giving directions, but by setting clear goals
and boundaries. Management must set goals, establish empowering mechanisms, and define
boundaries by establishing financial controls, ethical controls, and an organizational culture. How
employees get the job done does not matter as long as they stay within the boundaries. According
to the author, it is wise to approach the delegation of responsibilities in reverse: "delegate by first
choosing the responsibilities you wish to keep, rather than those you want to pass
along."
Stenzel, Catherine and Joe Stenzel. Re-visioning the organization: the good
king.Journal of Strategic Performance Measurement 1, no.1
(February-March 1997): 39-44.
This article explores the critical elements involved in establishing an organizational framework of
strategically aligned performance measurements and the need to engage everyone in the
organization into the importance of goals.
Stewart, G. Bennett. The quest for value. New York: Harper
Business, 1991. 181 pp.
In this excellent introduction to economic value-added (EVA) measures of planning and finance,
Stewart provides a practical framework that shows that a reliable economic model is needed in
analyzing business processes and information technology, previously looked at as expenses. In this
book, Stewart looks at the capital dynamics of information technology and business processes in
coming to grips with process investment and process payoff.
Stoddard, D. B. and S. L. Jarvenpaa. Business process redesign: tactics for managing
radical change.Journal of Management Information Systems
12(Summer 1995): 81-107.
This article summarizes research on many different reengineering processes. It points out that
while reengineering design is revolutionary, implementation is often evolutionary
Strebel, Paul. Why do employees resist change?Harvard
Business Review (May-June 1996): 86+.
Management and employees tend to see change differently; to the manager, change means
opportunity, to the employee, it seems disruptive, imposed, and intrusive. The author writes of
overcoming employees' resistance to change by redefining their personal compacts.
Stroh, Linda K. and Anne H. Reilly. Loyalty in the age of downsizing.Sloan Management Review 38, no.4 (Summer 1997): 83-88.
Are managers today less loyal to their organizations? If so, can organizations counter this trend?
To retain loyal managers, organizations must nurture an apolitical culture that places high priority
on meeting career needs (version of article summary).
Sturner, William F. Impact: transforming your organization: a ten-step
process. Buffalo, NY: Creative Education Foundation, 1993. 350 pp.
Impact offers a new program for organized action in a fascinating analysis of the change process
with suggestions on how to transform organizations.
Sugarman, Barry. Notes towards a closer collaboration between organization
theory, learning organizations and organizational learning in the search for a new
paradigm. Cambridge: MIT, [1997]. 22 pp. (BPR225; available online at
http://learning.mit.edu:80/res/kr/Sugarman.html).
The existing paradigm of management and organization has been found deficient and a new
paradigm is needed. According to the author, his paper, a collection of short essays on key topics
in the relationships between organizational theory, learning organizations, and organizational
learning, can serve as a "reader's guide" to the field, as well as a "notebook" of ideas. In his recap,
Sugarman notes some ideas that may be crucial for the final breakthrough to a new paradigm. He
ends his paper admitting that he has no clear conclusion as to what the new paradigm will look
like, but that knowledge creation will likely occupy an important role, and digital technology will
play two roles -- one in implementing the new way and one in providing a metaphor for
understanding it. This is a very well-written, well-organized article, helpful for anyone in need of a
background in organizational theory.
Tichy, Noel and Stratford Sherman. Control your destiny or someone else
will. New York: Doubleday, 1993. xiii, 384 pp.
This is a how-to book, designed to explain the successful management techniques of Jack Welch
(GE), which gives some biographical information but emphasizes Welch's management ideas.
Based on over 100 hours of interviews, the authors offer a deep analysis of Welch's leadership
principles and practices, as well as a close examination of the pre-Welch GE years when
bureaucratic excesses threatened the survival of the firm.
Tobler, Adam. Customer-driven growth.Harvard Management
Update: A Newsletter from Harvard Business School 2, no.10 (October 1997):
1-3.
Concentrating efforts on present customers in order to achieve customer-driven growth can be an
effective change-agent. Innovation, according to the author, is less a matter of creativity than of
careful listening to the needs of the customer and working systematically to meet those
needs.
Tomasko, Robert M. Rethinking the corporation: the architecture of
change. New York: American Management Association, 1993. 213 pp. (Shelved at
HD58.8.T65).
1/98 version: Getting the organization right can be difficult because too few managers have been
guided by a clear vision of what kind of new organization needs to emerge from the current
reorganizational turmoil. This book invites the reader to look at the task of reorganization the
way an architect might approach the design of a building. Architects are skilled at managing the
design process, coping with multiple constraints, and in using know-how from many disciplines to
shape structures that work. The author suggests that careful consideration be given to what is
already in place, how functional it is, and what turf it needs to cover. The first key issue covered
is "resizing", adjusting the organization's "site" to fit the demands of its future mission. Next
comes "reshaping", designing and arranging the basic building blocks of the company and
arranging them to have the most favorable impact on competitive advantage. Finally comes
"rethinking", giving fresh thought to issues; and so, the third part of the book deals with what
needs to change in a corporation's infrastructure to guarantee the success of its resizing and
reshaping.
Topping, Peter A. On being a leader.Business & Economic
Review (University of South Carolina) 43, no.3 (January-March 1997): 14+.
(Shelved at BPR217; accessible online at
http://research.badm.sc.edu/research/bereview/be43_3/compet.htm).
Leadership, according to Topper in this very timely and effective article, deals with the complex
dynamics of human behavior within the context of constantly changing, complex situations.
Topper argues that we have evolved to a comprehensive view of leadership that identifies the
relationship of three critical factors: personal characteristics, the unique demands of varying
situations, and actual human behavior. Topper and his colleagues have identified ten basic,
common ingredients for effective leadership; these elements combine personal qualities with skills
and knowledge, but the list does not include intangibles such as visions, plans, and values. At the
Daniel Management Center, they have developed a Leadership Competencies for the 21st Century
Program built on the following five keys to developing leadership in the program's participants: 1)
develop the necessary skills to analyze your company's organizational environment; 2) appreciate
the importance of leadership at all levels; 3) understand how your leadership behaviors are
perceived by others; 4) identify the positive leadership behaviors you wish to emulate; and 5)
develop strategies and tools for changing unwanted behaviors. The program's participants have
demonstrated that behavioral change is difficult and elusive; although it is possible to develop
means of encouraging the change process, "the most important factor is the individual's
determination to succeed in becoming a strong leader". The article ends with suggestions on how
to commit oneself to change through self-discipline and candid introspection.
Trent, Robert J. Understanding and evaluating cross-functional sourcing team
leadership.International Journal of Purchasing & Materials
Management 32, no.4 (Fall 1996): 29-36.
In response to pressure to innovate and improve, many firms are responding by creating
organizational structures that promote cross-functional and cross-boundary communication,
coordination, and collaboration. Because most of the firms use teams, it is important to
understand how to manage the cross-functional team process. The factor recognized as most
important in affecting team success is the effectiveness of the formal team leader.
Tushman, Michael L. and Charles A. O'Reilly III. Winning through innovation:
a practical guide to leading organizational change and renewal. Boston: Harvard
Business School Press, 1997. 248 pp.
The authors define the complexities of organizing and then show managers how to cope with
these complexities. First, Tushman and O'Reilly point out that innovative technologies evolve in
cycles that begin with a multitude of competing alternatives before a dominant design emerges to
be followed by competition relying on incremental changes. Organizations must be aware of new
technology and organize for a multiplicity of action. Secondly, the authors emphasize the culture
of the organization when encourage a systems approach to managing all the change necessary to
organize for innovation. Finally, Tushman and O'Reilly emphasize proactive management to
address the emerging tensions and conflicts at the strategic and the organizational
levels.
Van Slyke, Erik J. Busting the bureaucracy.HR
Focus 73, no.7 (July 1996): 15+.
Failure is more likely due to the execution of organizational change initiatives rather than a lack of
strategic vision. Change efforts can only succeed if old cultural norms that hinder change are
eliminated and organizational members are empowered to create and accept change.
Wang, Shouhong. Impact of information technology on organizations.Human Systems Management 16, no.2 (1997): 83+.
This article, on the effect of IT on organizations, presents a three-stage migration model of
organizations in response to challenges presented by IT.
Weingand, Darlene E. Customer service excellence. Chicago:
American Library Association, 1997. xii, 136 pp. (Shelved at Z711.W434 1997).
The author clearly explains what it takes to make your information services "user-friendly".
Customer service is an ongoing process and everyone in the information field should focus on it.
The book gives ten suggestions for customer service and eight strategies for success in making
customer service consistent.
Wolford, Douglas. Overcoming corporate immunity to new ideas.Getting Results: For the Hands-on Manager 42, no.8 (August 1997):
5+.
This is an interview with Douglas Wolford, GE Internet Consulting and Services general manager,
on the topic of survival strategies for managers introducing new ideas to the organization, and the
issue of resistance to change among the members of an organization.
Woodward, Harry and Mary Beckman. Navigating through
change. Burr Ridge, IL: Irwin, 1994. xiii, 201 pp.
In today's dynamic business environment, managers must be ready to deal with organizational
change of all kind. This is a plan for surviving chaos.
