Corporate transformation: revitalizing organizations for a competitive world
Ralph H. Kilmann, Teresa Joyce Covin, Joseph M. Katz Graduate School of Business. Program in Corporate Culture
Jossey-Bass, 1988 - Business & Economics - 553 pages
Brings together original articles by leading researchers, consultants, and executives to present insights and strategies for bringing about major changes in U.S. corporations: to transform them into adaptive, innovative, and market-driven organizations that can compete in today's global marketplace.
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Key Themes in Corporate
Defining and Understanding
Transformation from Control to Involvement
18 other sections not shown
activities approach bank behavior change agents change effort change influencers change managers change process chapter commitment communication competitive consultants corporate transformation create critical decisions Delta discussion effective environment example executive expectations external focus frame-breaking change function future Greymoor human resource impact implementation improvement individuals industry initiated innovation internal interviews issues leaders leadership learning major manufacturing meetings ment merger mission Nadler National National Steel Corporation norms operating orga organiza organization development organization's organizational change organizational culture organizational transformation organizationwide transformation outcomes paradigm participation performance planning plant Prime Computer problems Procter & Gamble productivity quality circles response reward system risk taking role senior managers shift skills staff steel strategy structure successful task forces Tektronix tion tional tive top management track transformation effort transition U.S. Steel values vision Westinghouse