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OLS Field Name OLS Field Data
Main Title The Challenge of organizational change : how companies experience it and leaders guide it /
Other Authors
Author Title of a Work
Kanter, Rosabeth Moss.
Stein, Barry.
Jick, Todd
Publisher Free Press ; Maxwell Macmillan Canada ; Maxwell Macmillan International,
Year Published 1992
OCLC Number 26013126
ISBN 0029169917; 9780029169919; 0743254465; 9780743254465
Subjects Organizational change. ; Adaptation au changement. ; Organisation de l'entreprise. ; Innovations technologiques. ; Organisatieverandering. ; Organizacao (Mudanca) ; Changement organisationnel.
Internet Access
Description Access URL
Sample text http://catdir.loc.gov/catdir/enhancements/fy0705/92018386-s.html
Table of contents http://digitool.hbz-nrw.de:1801/webclient/DeliveryManager?pid=1534480&custom_att_2=simple_viewer
Contributor biographical information http://catdir.loc.gov/catdir/bios/simon051/92018386.html
Publisher description http://catdir.loc.gov/catdir/description/simon032/92018386.html
Inhaltsverzeichnis http://digitool.hbz-nrw.de:1801/webclient/DeliveryManager?pid=1534480&custom%5Fatt%5F2=simple%5Fviewer
Library Call Number Additional Info Location Last
EKAM  HD58.8.C43 1992 Region 4 Library/Atlanta,GA 04/16/1993
Collation xix, 535 pages : illustrations ; 25 cm
Notes Includes bibliographical references and index.
Contents Notes "In an era of increased global competition, of takeovers, downsizing, restructuring, and even outright failure, managing intelligent organizational change is the most difficult challenge facing business. Kanter, Stein, and Jick present here a comprehensive overview and an authoritative model for how to and, in some cases how not to, institute change in organizations." "Building upon their "Big Three" model of change, the authors focus on internal and external forces that set events in motion; the major kinds of change that correspond to external and internal change pressures; and the principal tasks involved in managing the change process. Several "portraits" of companies undergoing different types of change, coupled with the authors' own expert analyses, prove that no one person or group can make change "happen" alone. Instead, the authors assert that it is the delicate balance among key players that makes organizational change a success." "The authors analyze the forces for change by examining Banc One, Apple Computer, and Lehman Brothers, among others, to illustrate environmental and cyclical change as businesses grow. Then they turn to forms of change, drawing on the Western-Delta merger, strategy change at Bell Atlantic, and takeover turmoil at Lucky Stores, to show how companies change their structures and cultures. The section on execution of change shows "change masters," to use Kanter's own famous term, at work at Motorola, General Electric, and other leading firms, as well as the difficulties of implementing change at General Motors and Microswitch." "Fundamental organizational change, they argue, is exemplified by identity change, involving much more than the transfer of tangible assets. Managing the feelings, fears, and hopes of people must be the central strategy during such transitions. In this essential volume for managers and analysts of change, Kanter, Stein, and Jick offer powerful insights, practical new directions for action, prospects for the future of deliberate organizational change, and advice on where to begin the change process, and when: NOW! Book jacket."--Jacket.
Place Published New York :
PUB Date Free Form c1992.
BIB Level m
Cataloging Source OCLC/T
LCCN 92018386
Merged OCLC records 53171742; 775911776; 858460969; 988719508; 1008848065; 1022754160
OCLC Time Stamp 19930406095141
Language ENG
Origin OCLC
Type CAT
OCLC Rec Leader 00883pam 2200241 a 45020