Matokeo ya Utafutaji

In 1995 The Boundaryless Organization showed companies how to sweep away the artificial obstacles-such as hierarchy, turf, and geography-that get in the way of outstanding business performance. Now, in this completely revised edition of their groundbreaking work, management experts Ron Ashkenas, Dav... More

Describes an ill-fated effort to institute a total quality program. Using the vantage point of one of the managers selected to be a quality instructor, the case traces the rise and fall of the quality effort during its very brief existence over the course of six months. Allows students to identify m... More

Defines and describes the major categories of influence tactics and indicates some of the conditions under which they are effective.... More

Describes the major challenges associated with managing change. Highlights the focus for change, the different degrees and types of change, when change is to be introduced, what factors enable that introduction, and what reactions change evokes. Underscores the paradoxes and tensions inherent in man... More

Describes the challenge of creating, communicating, and committing to a "vision" for an organization. Visions are characterized as a critical building block for stimulating a successful major change in an organization. Considers characteristics of a good vision, an effective visionary, and a process... More

Describes an ill-fated effort to institute a total quality program. Using the vantage point of one of the managers selected to be a quality instructor, the case traces the rise and fall of the quality effort during its very brief existence over the course of six months. Allows students to identify m... More

Examines the experiences of being a "recipient" of change and how to help individuals cope with change. The first part describes how people typically respond to changes likening it to a loss experience. The second part describes what organizations can do to help individuals through difficult transit... More

Highlights the challenges of implementing major change in an organization. It first describes the common pitfalls so that implementors will be "forewarned." Next, it characterizes the guidelines for successful implementation as the "ten commandments", while offering a step-by-step approach for manag... More

Describes some critical challenges involved in creating employee empowerment. In the context of General Electric's efforts to debureaucratise the company, employees were encouraged to become more "self-confident". This effort, called "Workout," was introduced all over the company. At one plant site,... More

Describes a major conflict within Apple Computer in 1985 over control of product distribution. The founder and chairman, Steve Jobs, proposed a new distribution process which would transfer many responsibilities away from distribution manager, Donna Dubinsky. Dubinsky believed, however, that this pr... More

May be used with Donna Dubinsky and Apple Computer, Inc. (A), (C), (D), & (E) and Debi Coleman and Apple Computer, Inc.... More

Dubinsky and her boss' boss reflect on what was learned through this difficult chapter in Apple's history. May be used with Donna Dubinsky and Apple Computer, Inc. (A), (B), (D) and (E).... More

Presents a new divisional vice president's entry into a well-established and still successful manufacturing organization which is nevertheless facing an impending competitive crisis. Demonstrates his challenge and his efforts, under pressure from corporate headquarters, to convince his staff that th... More

Describes the new divisional vice president's decisions and strategies in his first full year of management there. His influence style and tactics are demonstrated.... More

Presents the results and impact of the new vice president's strategies in his first full year. Concludes with his reflections on the challenge he undertook.... More

Describes the changing environment faced by Motorola in the 1980s and the recognition by its CEO, Bob Galvin, that "change is needed." Also describes a major challenge set forth by Galvin to the organization to do something to prepare for the future. The challenge is somewhat ambiguous, however, and... More

Accompanies Donna Dubinsky (A), (B), (C), and (E) but offers a unique additional perspective, that of the "antagonist" in this case, Debi Coleman. Coleman, vice president of manufacturing at Apple, offers her observations on the distribution conflict at Apple and her concerns about the Macintosh Div... More

Describes the initial entry challenges faced by Dennis Hightower after being assigned the task to revitalize and reposition Walt Disney Co. of Europe in preparation for 1992. Allows students to consider the challenges of cultural heterogeneity, Disney traditions, and the culture of local autonomy in... More

Describes three middle managers acting in the role of change agents. Highlights their personal roles and their "moods" at two points in the course of introducing major cultural change. While their comments are only six months apart, they have reached a more pessimistic and sobering phase of the chan... More

Managing Change: Cases and Concepts, 3e by Todd Jick and Maury Peiperl is comprised of six modules that introduce common threads in the ensuing case studies and readings on organizational change. The materials in this edition—cases and readings—have been chosen and arranged to introduce change as an... More

Describes the "Leadership Through Quality" effort undertaken by Xerox in the 1980s. Includes the history of Xerox in the 1970s and its need to make major changes in quality by the 1980s. Most of the remainder of the case details the step-by-step process by which Xerox created and designed the strate... More

The anthology provides an exemplary methodological model of community-based research through the authors' studies on sexual and erotic attitudes and practices of gay men and middle-aged women in Hong Kong over the last fifteen years. This collection focuses on issues that have major scholastic contr... More