Page 382 - Managing Change in Organizations
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Index
systems theory 71, 72–3 turnaround 132, 304–6
systems thinking 164 management features affecting 304–5
strategies 305
taboos 122, 130
tacit knowledge 163, 168, 314, 342 uncertainty 238, 322
task culture 230, 312 avoidance 311
Tavistock Institute of Human Relations 72, unemployment 51–2
82, 83 unifying consequences 96
Taylor, Ann 170 Union Carbide Corporation 321–2
team learning 165 universalism 313
team work 23, 182 use, learning by 47
technical uncertainty profile 99
telephone banking 96, 342 value added 8, 53, 53, 59
telling leadership style 153, 153 value-added clusters 114
theory E and O change 69 value-added contributions 114–15
tight control syndrome 303 value-added design 110, 112, 343
time, giving 251 value-added organization 49–58, 107–19
time-based competition approach 45 balanced scorecard 116–18
time-based management approach 31 business capability profile 110–12
time-based product development changing rules of the game 108
strategies 176 mapping the value flow 114–16
time to market 31 techniques 109–18
timing 166 Value-added metric 112–13
effective management of 156, 323–4 value-added problems of command and
tipping point 65 control mode 112, 114
top-down models of change 53 value chain 31
top management, support by 285–6 value creation 99
total quality management/programmes 30, 48, value of people and ideas, and learning 229
100, 176, 254, 308 value stream re-invention 101
tough guy/macho culture 311 values 317
Toyota lean production model 56, 308 emphasis on 24
Toys R Us 342 setting and sustaining 155, 323
tradition 324 vertical integration 38–9, 50
as block to change 122–3 vicious circles 97, 275
traditional depiction of organizations 52, 53 virtual organization 31, 51, 55, 79
traditional models 63–77 characteristics 55
clinical approach 67–8 virtuous circle of change 125
emergent approaches 73–6, 77 visibility 334
linear approaches 68–72, 74, 77 vision influencing 168
systems theory 72–3 vision and strategy, and leadership 150–1
trained incapacity 121 visioning the future 44, 276
training voluntary links (in networks) 58
and budget cuts 21
and development, focused 263 Walt Disney Company 94
and organizational change 235, 287–90 warning signs of structural problem 301
transformational change 97–103 Waterstones 342
transformational leadership 48, 149 weak cultures 310
transformational resource, learning as 342 weak performers, managerial behaviour
transforming the organization 37–60, towards 275
45, 46–9 Wilkinson Sword [CS] 263–5
transparency 268, 278, 333 work-hard/play-hard culture 311–12
trust 52, 150 Work Out Programme (General Electric) 98, 99
emphasis on 24 work streams 330
management of 148 workshops 118, 235, 268
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