Page 381 - Managing Change in Organizations

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Index
rolling out 257 socio-technical systems model 7
Rolls-Royce 156 soft rationality 127
Rover Cars 173 solidarity 315, 315
Royal Logistics Corps 173–4 Solutions approach 335
rules of the game, changing 6, 38–9, 98, 108 specific vs diffuse 313
stability, versus change 27
Sainsbury Homebase 340 stakeholders 70, 82, 174, 327
satisficing 124, 126 engaging 9
saturation 121 Starbucks 96
scaleability of workshop process 268 status 314
Schein, Ed 313 stereotyping, as block to change 121
search conferences 8 strategic alliances 32
secrecy 250 strategic assets 46
selection and training of staff 21 strategic benchmarking 46
self, management of 149 strategic business units 29, 41
‘self-actualizing’ model of human strategic change 3–11, 174
behaviour 208–9 strategic control 33
self-assessment for change 288–90 strategic convergence 329–39
implementing changes 289 strategic credibility 83
monitoring changes 289–90 strategic innovation 6
planning changes 289 strategic learning 260
preparing for change 289 and action 261
self-deception 302 strategic management of change 93–104,
self-defeating strategies 221 269–70, 269, 271–2
self-esteem strategic planning style 33
bases for building 248, 300 strategic vision 42
effect of stress 238–9 strategies
rebuilding of 236–7, 236, 248–9 for change 172–85, 226
self-esteem effect 240 for corporate transformation 340–4
self-fulfilling prophecies 221 formation of 175
self-organization 84 inflexible use of 123
self-reliant manager 32 and structures 29–34
selling leadership style 153, 154 strategy forums 8
Senge, Peter 161, 164 strategy talk 81, 82–3
sensitivity 299 stress, change-caused 47, 238–9, 239, 245–6, 306
sensory inputs, failure to use 121 managing 288–90
sequential time 314 strong cultures 310
‘set up to fail’ syndrome 275 superuser concept 170
shared vision 165 supply chain management 52, 340
simultaneous engineering 38 support
single-loop learning 48, 99 lack of 123
situational leadership theory 153–4, 153 top management’s 285–6
Skandia 58 support cluster 115
skilled incompetence 132–3 sustainability 5
skills, development in people 155 Swatch 6
skills analysis 245 symbols 309
slogans 150–1 synchronic time 314
SmithKline Beecham [CS] 184, 225 syndrome of ineffective leadership and
sociability 314–15, 315 change management 44, 45
social capital 52, 55 synectics 123
social influence 65, 87 synergy 28
‘social’ model of human behaviour 208 systems crisis, overcoming 149–50
social movements 64, 65, 89–90 systems dynamic approach 73
social paradigm 162 systems focus syndrome 303
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