Managing change : cases and concepts (Book, 2011) [WorldCat.org]
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Managing change : cases and concepts

Author: Todd Jick; Maury Peiperl
Publisher: New York : McGraw-Hill/Irwin, 2011.
Edition/Format:   Print book : English : 3rd edView all editions and formats
Summary:
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  Read more...
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Details

Genre/Form: Case studies
Document Type: Book
All Authors / Contributors: Todd Jick; Maury Peiperl
ISBN: 9780071254243 0071254242 9780073102740 0073102741
OCLC Number: 649702125
Notes: ODL_2016/2017.
Description: xxix, 617 pages : illustrations, maps ; 23 cm
Contents: Module one --
Forces for change 1 --
Introduction --
Case : innovation at the lego group --
Reading : "the 12 different ways for companies to innovate" --
Case --
Change classic --
Changing the culture at british airways --
Reading : "re-energizing the mature organization" --
Reading : "has strategy changed?" --
Reading : "meeting the challenge of disruptive change" --
Case : GlaxoSmithKline and AIDS drugs in South Africa : the fight for lives and profits --
Reading : "rethinking the social responsibility of business" --
Reading : "the collapse and transformation of our world" --
Module two --
Changing the game (from vision to adaptation) --
Introduction --
Case : yinscape and yangsearch --
Reading : "The vision thing" --
Case --
Change classic --
Reading : "from bogged down to fired up: inspiring organizational change" --
Case : Merrill Lynch: evolution, revolution and sale, 1996-2008 --
Reading : "an improvisational model for change management: the case of groupware technologies" --
Case : Charlotte Beers at ogilvy & Mather worldwide --
Reading : "the quest for resilience" --
Module three --
Implementing change --
Introduction --
Case --
Change classic : Peter Browning and continetal white cap --
Reading : "implementing change" --
Case : marconi plc --
Reading : "organizational frame bending: principle for managing reorientation" --
Case : leading culture change at seagram --
Reading : "why change programs don't produce change --
Simulation : the merger plan simulation --
Case : oticon: building a flexible world-class organization" --
Reading : "Changing the deal while keeping the people" --
Case : Ayudhya Allianz C.P.: the turnaround --
Module Four --
The recipients of change --
Introduction --
Case --
Change classic : Donna Dubinsky and Apple Computer Inc. --
Reading : "the recipients of change" --
Case : Wellcome Israel --
Reading : "back to square zero: the post corporate career" --
Case : Emilio Kornau --
Case : Mark Margolis --
Case : Kerstin Berger --
Simulation : broadway brokers --
Reading : "managing to communicate, communicating to manage: how leading companies communicate with employee" --
Module five --
Introduction --
Case --
Change classic : Walt Disney's Dennis Hightower: taking charge --
Case : Dennis Hightower: Walt Disney's transnational manager --
Reading : "Bob Knowling's Change manual" --
Case : Change agent "in waiting" --
Case : Henry Silva: aspiring change agent for as start-up company --
Case : Susan Baskin: Aspiring change agent : Reading : "conventing middle powerlessness to middle power: a systems approach" --
Case : the young change agent --
Reading : "leadership for change: enduring skills for change mastesr" --
Case : Vinesh Juglal: South African serial entrepreneur --
Module six --
Continuous change --
Introduction --
Reading : "seismic shocks and systemic shifts: the irresistible rise of a New State capitalism" --
Case : managing performance at Haier : from bankrupt collective enterprise to the cover of forbes --
Reading : "bringing life to organizational change" --
Case : Singapore Airlines: continuing service improvement --
Reading : "cracking the code of change" --
Case : GE's two-decade transformation: Jack Welch's leadership --
Case --
Change classic : Nigel Andrews and general electric plastics --
Reading : GE's move to the internet --
Case : get me a CEO from GE! --
Reading : "the immelt revolution" --
Reading : "unlocking the mystery of effective large-scale change."
Responsibility: Todd D. Jick, Maury A. Peiperl.

Abstract:

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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