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E-mail Message: I thought you might be interested in this item at http://www.worldcat.org/oclc/36590639 Title: Managing the aftermath of radical corporate change : reengineering, restructuring, and reinvention Author: Eliezer Geisler Publisher: Westport, Conn. : Quorum Books, 1997. ISBN/ISSN: 1567201504 9781567201505 OCLC:36590639

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Managing the aftermath of radical corporate change : reengineering, restructuring, and reinvention

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Managing the aftermath of radical corporate change : reengineering, restructuring, and reinvention

Author:	Eliezer Geisler
Publisher:	Westport, Conn. : Quorum Books, 1997.
Edition/Format:	Book : EnglishView all editions and formats
Summary:	Dr. Geisler lists the problems associated with radical change and describes the futility of total corporate transformations in general. In addition, he develops a staged process by which managers can counteract side effects of radical change programs. By showing that the beneficial effects of radical corporate change are usually transient, Dr. Geisler's process is a key ingredient in any effort designed for the Read more...
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Document Type:	Book
All Authors / Contributors:	Eliezer Geisler Find more information about:
ISBN:	1567201504 9781567201505
OCLC Number:	36590639
Description:	x, 228 p. : ill. ; 24 cm.
Contents:	1. Radical Organizational Change -- 2. The New World of Business -- 3. The Crisis in Management -- 4. Business Process Reengineering: What Went Wrong and Why -- 5. Information Technology: Rationalizing the Imperatives -- 6. The Aftermath of Reengineering -- 7. Cleaning-up: The Process of Restoring Balance -- 8. Announcing Restoration of Stability -- 9. Empowering a Champion -- 10. Assessing the Damage -- 11. Co-Opting Middle Managers -- 12. Establishing Resources -- 13. Introducing Localized Changes -- 14. Refreezing and Reinventing -- 15. Where we Stand -- 16. What the Future Holds.
Responsibility:	Eliezer Geisler.

Abstract:

Dr. Geisler lists the problems associated with radical change and describes the futility of total corporate transformations in general. In addition, he develops a staged process by which managers can counteract side effects of radical change programs. By showing that the beneficial effects of radical corporate change are usually transient, Dr. Geisler's process is a key ingredient in any effort designed for the long-term survival of the firm and the preservation of its strategic goals and methods. Thus, not only does Geisler provide a sound, well-reasoned criticism of corporate restructuring, but he offers something that few if any other books can offer: a workable means to cope constructively with the effects of its many failures.

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