Page 380 - Managing Change in Organizations

CarIndexv2.qxd 3/30/07 4:43 PM Page 363

Index
personal learning cycles 260 quality improvement programmes 48, 140, 156
personal mastery 164–5 quasi-professionals 23
personal negotiation 305
personal responsibility and R&D, and budget cuts 21
accountability 304 radical change 97–103
personal style syndrome 303 rational behaviour, need for 135
Philips [CS] 315–16 rational-economic model of human
Philips Lighting 276 behaviour 207
Philips NV, Operation Centurion 33 rationality 126–35
pilot programmes/schemes 48, 156 clinical 126
planned approach to change 55 definition(s) 127–8
pluralism 313 hard 128
political power model 128 imperfect 127
political skills 316, 317 multiple 233
politics of organizational change 232–5 professional 234
positivism 81, 82, 83 soft 127
postmodernism 81, 83–4 readiness for change 281–90
power 319–20 acceptability of change 286
social bases of 319 company track record of changes 281, 283
power culture 231, 312 expectations of change 283
power distance 311 ownership of problem or idea for
pragmatism 159 change 285
primary cluster 115 top management support 285–6
privacy, protection of 250 readiness-for-change index 4, 7, 97
privatization 173 reality testing 226–7, 268
problem orientation 333 reason, and intuition 122
problem solving Reebok 166
blocks to 120–6 referent power 319
humour in 122 relationships, building 263
limits 124–6 relay assembly test room study 309–10
supporting 155 reputation 5, 46, 94
process benchmarking 46 resistance to change 3–4, 39, 68, 238
process culture 312 resonance 331–2, 335, 337–8
process skill 148 resource-based view of strategy 6, 93–4
product champions 22 resource utilization 192
product development 31 responsibility, personal 304
product (management) structure 14 rethinking the organization 39
productive reasoning 49, 135 Reuters [CS] 341
productivity improvements 41 reward policies, in management models 26
professional advice 231 reward power 319
professional rationality 234 reward systems 151
professionals vs line management 22–4 right-first-time programmes 48, 141, 156, 340
profile of ambition 5–7 right-on-time delivery 340
programmes of change 261–72 risk aversion 121, 159
progress effect 240 risk management 331
project groups 2, 263 risk taking 21, 305, 311
project structures 23–4 fear of 121
property management department learning encouraged by 229
(example) 229–32 supporting 155
psychological contract 67, 68 risky shift 124
public sector, strategies for change in 305 rites and rituals 309, 317
public testing of issues and problems 231 role culture 230, 312
purposiveness 127 role modelling 318

363