Page 377 - Managing Change in Organizations

CarIndexv2.qxd 3/30/07 4:43 PM Page 360

Index
informed choice 332 judging ideas rather than generating
inner directed 313 them 121–2
innovation 5, 22, 64, 65, 155, 305 just-in-time manufacturing programmes 176
strategy for 146
innovative organization 144–6 Kirton adoption-innovation (KAI) test 260
inspiring visions 96–7 Kissinger, Henry 316–17
integrated levels (in networks) 59 ‘know-all’ bosses 123
integrated organizations 31 knowing-doing axis 66
integrated patient care (IPC) 40 knowledge base 168–9, 191
integrating new practices and Kodak 234–5
procedures 287 Komatsu 96
integration 71, 335 Kotter model of change 70–1
integration of knowledge sets 100–1 KPMG [CS] 9–10
intellectual capital 58
intelligible information 236 lagging measures 277
interactive learning 88 language, incorrect 123
interchangeability 231 late adopters 333
interest groups 233–4 leaderless syndrome 304
interfaces, managing of 28 leaders 149
internal focus 21 characteristics 151–2
internal pressures 226 and emergent change model 74
internalization stage in coping cycle 241, level 5 72–4
243–4 and process of change 64, 66
International Engineering 142–4 [CS], 210, 211, and situations 151–4
314, 318, 323 leadership 148–59, 300
functional analysis questionnaire 194, areas of competence 148–9
197–9, 197, 200 change 333–4, 336, 338
leadership potential questionnaire 212–13 context of 154–6
organizational diagnosis check-sheet contingency approach 319
and questionnaire 201–5, 205–6 and corporate politics 319–20
international expansion 305 evidence-based 332
internationalization 32 and excellence 27–35
intrinsic motivation 23 and human scale 158
intuition 122 managerial performance 34–5
investment and disinvestment 304 managerial roles 34, 36
invisible assets 31, 150, 190 and managers 156–8
failure to develop 24 strategy and structure 29–34

involving people in change 251–2, 277–8 and vision and strategy 150–1
advantages 252 leadership potential questionnaire 211, 212
disadvantages 252 analysis of development needs 211,
factors affecting 252 212–13, 213
irrationality, organized 125 case study example 211
isolating the problem 121 leading measures 277
lean production model 56
Japanese companies 308 lean thinking 308
Japlin, Kao 169 learning
job design 71, 73 by doing 47
job design principles, in management by use 47
models 25 and change 183–4, 258–61, 265–8
job diagnostic survey 245 diffusive 85, 87
job rotation 21 encouraging of through change 334
Johari Window idea 68 from change 9, 227, 228–9, 295–300
joint ventures 32, 254 from failure 47

360