Large-Scale Organizational Change
Allan M. Mohrman
Wiley, Aug 7, 1989 - Business & Economics - 314 pages
Provides strategies for fostering the committed leadership, widespread participation, and effective communication necessary to bring about significant change throughout an entire organization.
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The Phenomenon of LargeScale
The Environment as an Agent of Change
Why Organizations Change
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action American approach AT&T become behavior beliefs Bell System business units change effort change process change strategy Chapter companies competitive complex consultants corporate create Crosby culture Cummings decisions dimensions effective employees environment environmental example firms five tracks focus Galbraith ganizational implementation individual industry innovation involved issues Jack Welch Japanese Jossey-Bass Kepner-Tregoe Kilmann large-scale change large-scale organizational change large-scale system change Lawler leadership learning Maccoby magic leader major ment meta-praxis modes Mohrman mythic Nadler Nakajima Ki-84 nization norms operating orga organiza organization organization's organizational behavior organizational development paradigm participative participative decision paths of change performance perspective Philip Crosby planned change plant practices problems quality improvement reality reorientations requires responsibility reward system role senior team sensory skills social stakeholders structure subunits success theory tion top management Tushman U.S. Steel union unitary values Welch worldview zational