Page 375 - Managing Change in Organizations

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Index
delimitation of problem area 121 Eisenhower, Dwight D. 274
Dell Computers 6, 96 emergent change model 73–6, 77
denial stage in coping cycle 240–2, 241 emergent strategy 83
depiction of organizations, traditional 52, 53 emotional blocks 121–2
deregulation 173 empathy 32, 231, 236, 249, 300
design systems 323 employee-management relations, in
diagnosing 148, 189–223 management models 26
diagnosis employment-creation programmes 131
authenticity in 221–3 employment assurances, in management
see also organizational diagnosis models 26
dialogue 163–4 empowerment 41–2, 31, 176
diffusive learning 85, 87 energy for change 275
dilemmas, learning by exploring 228 engagement 278–9
dilemmas of organization 18–27, 35 enterprise engineering 100
centralization vs decentralization 18–20 entrapment 302
change vs stability 27 entrepreneurial mindset 99–100
efficiency vs effectiveness 21–2 entrepreneurial structure 13
from control to commitment 24, 27 entrepreneurship 48
global vs local 21 environmental blocks 123
professionals vs line management 22–4 environmental change, effects 301
dimensions of an organization’s espoused theory 313
structure 136 ethics, emphasis on 24
direct communication 304 evaluation 70
Direct Line (insurance) 6, 96 evidence-based leadership 332
discarding stage in coping cycle 241, 242–3 evolution 161
disinvestment 304 excellence
distinctive capability 5, 46, 94 books on 27–8, 141
divisionalized organizations 14–15, 16, 30 centres of 263
doing, learning by 47 in companies, characteristics 145
dominant coalition 232–3 leadership and 27–35
double-loop learning 48, 88, 99, 162 expansion of markets 305
dynamic homeostasis 87 expectations of change 283, 333
dynamic systems theory 87 experience-based design 89
experimentation, learning based on 228
early adopters 85, 86, 333, 334 expert power 319
easyJet 6, 96 explicit knowledge 168, 342
ecostyle model 165 explicit strategy 150
economies of scale 50 external focus 21
effective change, necessary conditions external forces, and conflict
for 255, 255–6 management 322
awareness 255, 255–6 external pressures 226
capability 255, 256
inclusion 255, 256 facilitative management style 300–1
effectiveness 21, 190 failure
efficiency and 21–2, 191–4 of collectivism 28
measuring 190, 192–3 fear of 45, 158, 314, 323
strategy for 280–91 learning from 47
techniques for assessment of study of 7, 301
organizational 194–206 to use all sensory inputs 121
effectiveness matrix 193 fantasy 122
efficiency 21 fear of failure 45, 158, 313, 323
and effectiveness 21–2, 191–4 fear of freedom 158, 300
Egan, John 149 fear of taking a risk 121

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