Implementing Organizational Change : Theory into Practice

by Spector, Bert

• ISBN13: 9780131477971
• ISBN10: 0131477978
• Edition: 1st
• Format: Paperback
• Copyright: 2010-01-01
• Publisher: Pearson College Div

Summary

In Implementing Organizational Change: Theory and Practice, Bert Spector provides a clear sequential framework for implementing change effectively. This framework is based on four perspectives: Performance perspective: The goal of change management is to create and sustain outstanding performances. Behavioral perspective: Alterations in patterns of employee behavior need to accompany all types of changes in order to achieve outstanding performance. Implementation perspective: Recognition of the need for change must be accompanied by effective implementation if outstanding performance is to be achieved. Leadership perspective: The coordinated efforts of leaders at multiple levels and in multiple units of an organization will promote effective implementation. Book jacket.

Author Biography

Bert Spector is an Associate Professor in the Human Resources Management Group at Northeastern University

Table of Contents

Preface	vii
Acknowledgments	xi
Strategic Renewal and Change	1	(24)
Putting the Customer First at Grand Union	1	(1)
Strategic Responsiveness	2	(2)
Behavioral Change	4	(6)
Nonbehavioral Change	10	(7)
Conclusion	17	(1)
Chapter Vocabulary	17	(1)
Discussion Questions	18	(1)
Case Discussion: Indecent (?) Sports Talk	18	(4)
Endnotes	22	(3)
Theories of Effective Change Implementation	25	(19)
Tales of Woe at Concord Bookshop	25	(2)
Theories of Change Implementation	27	(7)
Organizational Development's Contribution to Change Implementation	34	(2)
Resistance to Change	36	(2)
Conclusion	38	(1)
Chapter Vocabulary	39	(1)
Discussion Questions	40	(1)
Case Discussion: Leading Change at First St. Louis Bank (A)	40	(3)
Endnotes	43	(1)
Organizational Diagnosis	44	(24)
Carly Fiorina Comes to Hewlett-Packard	44	(2)
Diagnosing the Organization	46	(5)
Starting with Dialogue	51	(4)
The Consultant Role	55	(1)
Getting Started with Organizational Diagnosis	56	(5)
Conclusion	61	(1)
Chapter Vocabulary	62	(1)
Discussion Questions	62	(1)
Case Discussion: Managing Transformation at National Computer Operations	63	(2)
Endnotes	65	(3)
Organizational Culture and Change	68	(18)
Culture and Change at Xerox	68	(1)
Culture and Behavior	69	(1)
Culture and Change	70	(7)
Assessing Culture	77	(2)
Leaders Shape Culture	79	(2)
Conclusion	81	(1)
Chapter Vocabulary	81	(1)
Discussion Questions	82	(1)
Case Discussion: New Culture or Back to Roots? Lou Gerstner at IBM (A)	82	(2)
Endnotes	84	(2)
Organizational Design and Redesign	86	(26)
Redesigning Processes at Midwest Data Services	86	(2)
Organizational Design	88	(1)
Understanding Design Challenges	89	(7)
Building Commitment	96	(4)
Building Teamwork	100	(3)
Altering Organization Design	103	(1)
Conclusion	104	(1)
Chapter Vocabulary	104	(1)
Discussion Questions	105	(1)
Case Discussion: Matthew Espe Transforms Ikon's Business Model	105	(4)
Endnotes	109	(3)
Developing Human Resources	112	(21)
Strategic Renewal at Taco Bell	113	(1)
Human Resource Development and Change	113	(6)
Developing Competencies to Support Change	119	(2)
Removal and Replacement	121	(5)
Conclusion	126	(1)
Chapter Vocabulary	127	(1)
Discussion Questions	128	(1)
Case Discussion: ``It's Only Rock `n' Roll (But I Like It)''	128	(3)
Endnotes	131	(2)
Reinforcing New Behaviors	133	(33)
Global Structure at IBM	133	(1)
Selecting the Appropriate Organizational Focus	134	(10)
Aligning Financial Measures with New Behaviors	144	(3)
Using Incentives to Support New Behaviors	147	(6)
Technology and Behavior Change	153	(4)
Conclusion	157	(1)
Chapter Vocabulary	158	(1)
Discussion Questions	158	(1)
Case Discussion: Aligning Structure with Strategy at the Baer College of Management (A)	159	(4)
Endnotes	163	(3)
Change Leadership	166	(25)
Robert Horton at BP	166	(2)
Understanding Leadership	168	(1)
The Tasks of Change Leadership	169	(6)
Beyond Individual Leadership	175	(2)
Conclusion	177	(1)
Chapter Vocabulary	178	(1)
Discussion Questions	178	(1)
Case Discussion: Leading Change--Carlos Ghosn at Michelin, Renault, and Nissan Motors	179	(9)
Endnotes	188	(3)
Putting It All Together	191	(16)
Turnaround and Transformation at Duke University Children's Hospital	191	(1)
Sequencing Interventions	192	(5)
Where to Start: Piloting Change	197	(1)
The Requirement for Ongoing Change	198	(1)
Conclusion	199	(1)
Chapter Vocabulary	200	(1)
Discussion Questions	200	(1)
Case Discussion: The Asda Way of Working (A)	200	(5)
Endnotes	205	(2)
Index	207