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Models of Organizational Change
Basic Paradigms to Realize VisionStrategy
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achieve action activities assist basic behavior Bell Atlantic benchmarking British Airways business environment change initiatives change management change process characterized commitment company's competitive intelligence context core competencies Corning Inc corporate culture cost create cross-functional teams deal decisions effective emotions employees enable evaluation examine example existing external facilitate feedback firms focus forces functions future global goals Hewlett Packard his/her identify improve individual industry innovative integration intended change internal involved knowledge leadership learning levels managing change Mass customization ment mental mode Motorola nomic one's operations organization organization's organizational change organizational culture outsourcing perceived performance positive proactive problems products/services reengineering relationships responsibility restructuring rewards role scenario self-managed share skills strategy structure subsystems success suppliers tacit knowledge tasks tion tive top management vendor vision Xerox