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Index
multinational corporations 56 organizational diagnosis 201
multi-organizational change case study examples 214–21
programmes 176 insightful 222
multiple leaders (in networks) 58 organizational diagnosis questionnaire 201,
multiple rationalities 233 201–5, 205–6
mutually defeating interactions 221 organizational ecocycle 165
organizational effectiveness, sustaining
NASA 85, 277 120–47
National Health Service (NHS) 51, 215–21[CS] organizational learning 47, 50, 160
negotiation, personal 305 see also learning organization
network organization 58–60 organizational life cycle 166–7
networks 53–4, 56, 263, 318 organizational memory 87
organizing principles 58–9 organizational slack 86, 334
types 56 organizational structure(s) 309
next steps programme 48 and strategy 29–34
Nike 166 and systems 182–3
Nintendo 101 organizational syndromes 303–4
Nissan 279 leaderless 304
non-adaptive cultures 315 paralysis 303
Novartis 21 personal style 303
systems focus 303
open-door policies, in management tight control 303
models 26 orientation 311
open-space events 8, 9 Oticon 167–8[CS], 321
open systems theory 73, 74, 85 out-of-touch managers 124
openness 231 outcome-based consulting 266
opinion leaders 85, 86 outer directed 313
organization design 139 outpacing 101
and functional tendencies 139, 140 outsourcing 31
resources and complexity 138–40 ownership 285, 287
organization-specific changes 176
organization-wide change programmes 176 paradigm, definition 344
organizational change paradigm shift 162–3, 266, 344
coping with 235–7 parallel activities 102
culture models 307–25 paralysis syndrome 303
evolution of theory of 91–2 parochialism 124
and management performance 183 participating leadership style 153, 154
politics of 232–5 participation 22
and strategic convergence 326–39 partnerships 39
organizational change cycle 260 patient-focused care (PFC) 40
organizational choice 27, 72–3 PC World 342
organizational climate 145 people, as important asset/resource 9, 150
organizational culture 230–1, 308–15 perceptual blocks 121
dealing with 229–32 performance characteristics, of
features of strong 317–18 change architecture 330
implementation of change 232 performance expectations, in
managing in different cultures 231 management models 25
models of 311–15 performance gap 148
organizational decline, signs of 301–2 performance management 163, 274–5, 331
organizational defences 49 performance monitoring 9, 190–1, 277
organizational development (OD) ‘person culture’ 312
and change implementation 67–8, 71–2 personal experience, learning based on 228
literature 145 personal impact 32

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