Creating Strategic Change: Designing the Flexible, High-Performing Organization

Front Cover
John Wiley & Sons, Apr 29, 1994 - Business & Economics - 284 pages
0 Reviews
In today's hypercompetitive global marketplace, the name of the game is change - radical, unrelenting, and ever-accelerating change. And amidst this whirlwind of change, only those business organizations that make the evolutionary leap beyond traditional hierarchies and the "program-of-the-month" approach to management have any hope of survival. Today's new breed of flexible, high-performance organizations are those in which all its people are active participants in managing the changes that occur both within their organization and in the marketplace. Available for the first time to a general business audience, the powerful concepts and organizational strategies you'll find in this book have already created quite a stir within academic and upper-echelon business circles. Growing out of Professor Bill Pasmore's consultancy work with a number of top companies, including Procter & Gamble, Levi Strauss, Goodyear General Foods, Polaroid and Amoco, they have been proven to dramatically enhance performance productivity wherever they've been tried. Creating Strategic Change doesn't offer managers a one-size-fits-all program. Rather it provides a set of guidelines for designing, implementing, and managing the fundamental changes that companies need to make if they are to be equal to the challenges of today's business world. Writing in an intimate, eloquent, jargon-free style, and with the help of dozens of real-life examples, Bill Pasmore shows you how to help people become participants in change; how to design and implement more flexible work systems; how to implement a more flexible approach to the way technologies are managed; how to apply bold new nonlinear organizational models; and muchmore. Creating Strategic Change is must reading for managers, human resources specialists, organizational development specialists, and all those responsible for managing strategic change.
 

What people are saying - Write a review

We haven't found any reviews in the usual places.

Contents

Change and Flexibility
1
The Trajectory of Change
19
Flexible People
41
Flexible Technology
73
Flexible Work
101
Flexible Thinking
129
Flexible Managers
173
Fractal Organization Design
201
Getting There
233
The Human Experience
267
Footnotes
273
Index
279
Copyright

Common terms and phrases

Popular passages

Page 274 - Press. Cooperrider, DL, Sorensen, PF, Whitney, D., & Yaeger, TF (2000). Appreciative inquiry: Rethinking human organization toward a positive theory of change. Champagne, IL: Stipes. Cooperrider, DL, & Srivastva, S. (1987). Appreciative inquiry in organizational life. In: WA Pasmore & RW Woodman (Eds), Research in Organization Change and Development (Vol. 1, pp. 129-169). Greenwich, CT: JAI Press.

References to this book

All Book Search results »

Bibliographic information