Managing Change

Overview

Managing Change: Text and Cases, 2nd Edition, by Todd Jick and Maury Peiperl is a thoroughly revised version of a well-received volume on the scholarship of change in organizations. It is comprised of six modules that introduce common threads in the ensuing case studies and readings on organizational change. Of the 48 items in this book, 31 are new to this edition. The module introductions have been thoroughly revised; one modular introduction (Module 6, Continuous Change) is brand new.

Table of contents

Introduction MODULE 1 Forces for ChangeCase: Conspiracy of Change at IntuitReading: “An Improvisational Model for Change Management: The Case of Groupware Technologies,” Wanda J. Orlikowski and J. Debra HofmanCase: Change Classic: Changing the Culture at British AirwaysCase: British Airways Update, 1991-2000Reading: “Re-Energizing the Mature Organization,” Richard W. Beatty and David O. UlrichCase: Clifford Chance: International ExpansionReading: “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 YangnetReading: “The Vision Thing (A),” Todd D. JickCase: Change Classic Bob Galvin and Motorola, Inc. (A)Reading: “From Bogged Down to Fired Up: Inspiring Organizational Change,” Bert A. SpectorCase: Motorola: The Next Generation of Change ManagementReading: “Meeting the Challenge of Disruptive Change,” Clayton M. Christensen and Michael OverdorfCase: Charlotte Beers at Ogilvy & Mather Worldwide (A)Reading: “The Time Is Ripe For Unorthodox Newcomers,” an interview with Gary Hamel MODULE 3Implementing ChangeCase: Change Classic: Peter Browning and Continental White Cap (A)Reading: “Implementing Change,” Todd D. JickCase: Marconi plc (A)Reading: “Organizational Frame Bending: Principles for Managing Reorientation,” David A. Nadler and Michael L. TushmanCase: Leading Culture Change at Seagram (A)Reading: “Why Change Programs Don’t Produce Change,” Michael Beer, Russell A. Eisenstat, and Bert SpectorReading: “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 ChangeCase: Change Classic: Donna Dubinsky and Apple Computer, Inc. (A)Reading: “The Recipients of Change,” Todd D. JickCase: Welcome Israel (A)Reading: “Back to Square Zero: The Post-Corporate Career,” Maury Peiperl and Yehuda BaruchCase: Mark MargolisCase: Emilio KornanSimulation: Broadway BrokersReading: “Managing to Communicate, Communicating to Manage: How Leading Companies Communicate With Employees,” Mary Young and James E. PostMODULE 5 Leading Change: The Personal SideCase: Walt Disney’s Dennis Hightower: Taking ChargeCase: Dennis Hightower: Walt Disney’s Transnational ManagerReading: “Bob Knowling’s Change Manual,” Noel TichyCase: Three in the Middle: The Experience of Making Change at Micro SwitchReading: “Converting Middle Powerlessness to Middle Power,A Systems Approach” Barry OshryCase: The Young Change AgentsReading: “The Enduring Skills of Change Leaders,” Rosabeth Moss KanterMODULE 6 Continuous Change
Case: Northwest Airlines Confronts ChangeCase: 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 NohriaCase: 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