Page 374 - Managing Change in Organizations
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Index
communication cascades 9 coping with process of change 244–9
communication skill 148 know others who can help 247–8
communitarianism 313 know your situation 246–7
company track record of changes 284–5 know yourself 244–6
competence models 52, 267 working on self-esteem 248–9
competition 173 core competence 6, 94
competitive advantage, basis 46 corporate culture 27, 35, 308–10
competitive benchmaking 47, 175–6 corporate leaders 149
competitive insulation profile 97 and explicit strategy 150
‘complex man’ model of human as individuals 151–2
behaviour 209–10 corporate politics 316–20
complexity theory 70, 74, 84–9 and leadership 319–20
compromise 302 managing 324–5
conceptualizing process 70 corporate transformation, strategies for 342–3
concurrent engineering 101, 102 counterintuitive behaviour complex systems 131
confidentiality 250 counterpart 32
conflict counter-rational behaviour 129–33
learning involving 228 creative destruction 98, 100
as part of change 221–2, 246 credibility 334
conflict management 23, 320–4 crisis, management of 301–6
bias 322 critical mass 335
conflicting demands 322 critical perspectives 78–92
decision making 320 critical theory 81–3, 88
external forces 322 criticism, not accepting 123
things that managers can do 322–4 cross-cultural skills 28
things that managers cannot do 320–2 cross-functional teams 235
uncertainty 322 cultural blocks 122–3
connectivity 94, 268, 334 culture characteristics 311
consensus 302, 308 culture change 8, 43, 32, 332–3, 336, 338
consistency 268 culture models 307–25
contagion models 65 customer primacy 332
contingency approach 80, 127 customer service programmes 30
and choice and organizational cycles of change 255–8, 259
environments 136–8 beginnings stage 256, 257
criticisms 140–1 focusing stage 256, 257
and leadership style 152–3, 152, 319 inclusion stage 257, 257
organization design, resources and cybernetics 84
complexity 138–40 cycle(s) of management 258, 259
theory 137–8
contradictions, learning by exploring 228 decentralization 18–19, 149
control model 24, 25–6 arguments for 19–20
convergent systems 167, 332 for professionals 23
conversations 163–4 decision making 17–18, 320
coping cycle 240–4, 260, 300 American and Japanese models 101–2
adaptation stage 241, 243 decision-support system 136
compared with ecocycle 165 decisiveness 304
defence stage 241, 242 deeply held beliefs, learning through
denial stage 240–2, 241 expression of 229
discarding stage 241, 242–3 defence stage in coping cycle 241, 242
internalization stage 241, 243–4 deficient organization 137
coping with change 238–40 de-layering 30, 176
coping with organizational change 235–7 delegating leadership style 153, 154
rebuilding self-esteem 236–7, 236 delegation 19–20
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