Includes bibliographical references and index.

Machine derived contents note: Contents -- Acknowledgments -- Part I. Orientation -- Chapter 1. The "Big Three" Model of Change -- Roadblocks to Progress: The Change Problem -- What Is Change? -- The Importance of Motion: An Action View of Organizations -- The "Big Three" Model: Three Kinds of Motion, Three Forms of Change, Three Roles in the Change Process -- Looking Back or Looking Forward?: Multiple Possibilities and the Opportunities for Managers -- Part II. Change When? -- Chapter 2. Organizations and Environments in Motion: The Nature and Scope of Change Pressures -- Environmental Forces: Adaptation and Choice -- Life Cycles, "Growth," and Organic Change Pressures -- Political Conflicts and Economic Interests: The Struggle for Control -- Integrating the Forces -- Mastering Emergent Change: Lessons for Leaders -- Chapter 3. Fitting or Creating the Environment: "Macro-Evolutionary" Change -- Introductory Notes -- "Rockport Shoe Company: The Evolution of the Katz Family Business," by James A. Phills, Jr. -- "Banc One Corporation: Anticipatory Evolution," by Paul S. Myers and Rosabeth Moss Kanter -- "The Sweater Trade, From Hong Kong to New York," by James Lardner -- "Keeping Up with the Information: On-line in the Philippines and London," by John Maxwell Hamilton -- Chapter 4. Growing and Aging: "Micro-Evolutionary" Change -- Introductory Notes -- "The Rise and Fall of an Entrepreneur," by Thomas R. Ittleson -- Hypergrowth and Transition at Apple Computer: -- "Diary of a Middle Manager," by Donna Dubinsky -- "Jobs Talks About His Rise and Fall," by Gerald C. Lubenow and Michael Rogers -- "John Sculley's Lessons from Inside Apple," by Steven Pearlstein and Lucien Rhodes -- "The Big Store: Sears in Maturity," by Donald R. Katz -- Chapter 5. Power and Politics: "Revolutionary Change" Introductory Notes -- "Power, Greed, and Glory on Wall Street," by Ken Auletta -- "Champagne Shoot-out in France," by Keith Wheatley -- War and Peace at the Bottom: -- "War and Peace: Labor Relations at Two Steelmakers," by Thomas F. O'Boyle and Terence Roth -- "Class Consciousness Raising," by Stanley W. Angrist -- "Weirton to Seek Cuts in Its Work Force," by Pamela Gaynor -- Part lII. Change What? -- Chapter 6. Change in Form, Forms of Change -- Organizational Identity and Change at the Boundaries -- Size, Shape, and Habits: Changing Structure and Culture -- The Drama of Control Change: Ownership, Governance, and Stakeholder Voice -- A Note on Crisis Management -- Managerial Implications of Changes in Organizational Form -- Chapter 7. Restructuring and Redefining Boundaries: Identity Change -- Introductory Notes -- "Reinventing an Italian Chemical Company: Montedison 1986," by Joseph L. Bower, Neil Monnery, and William O. Ingle -- "The Human Side of Mergers: The Western-Delta Story," by Cynthia A. Ingols and Paul S. Myers -- "The Feudal World of Japanese Manufacturing," by Kuniyasu Sakai -- Chapter 8. Shaping Up, Skinnying Down, and Revitalizing: Coordination and "Culture" Change -- Introductory Notes -- Two CEOs on Change in Form: -- "The Logic of Global Business: An Interview with ABB's Percy Barnevik," by William Taylor -- "Championing Change: An Interview with Bell Atlantic's Raymond Smith," by Rosabeth Moss Kanter -- "Driving Quality at Ford," by Greg Easterbrook -- "The Case of the Downsizing Decision," by Barry A. Stein -- Chapter 9. Makeover Through Takeover: Control Change -- Introductory Notes -- "Lucky Stores: Restructuring to Survive the Takeover Threat," by Lisa Richardson and Alistair Williamson -- "Lessons from a Middle Market LBO: The Case of O. M. Scott," by George P. Baker and Karen H. Wruck -- Part IV. Change How? -- Chapter 10. The Challenges of Execution: Roles and Tasks in the Change Process -- The Messy Terrain of Change -- The Changemakers: Strategists, Implementors, Recipients -- Ships Passing in the Day: How Views of Change Differ -- Ten Commandments for Executing Change -- Charting a Course for Change -- Responding to Situational Requirements -- Chapter 11. Sensing the Environment, Creating Visions: Change Strategists -- Introductory Notes -- "Northwest Airlines Confronts Change," by Susan Rosegrant and Todd Jick -- Behind the Steering Wheel at General Motors, 1985-90: -- "The Innovator," by Cary Reich -- "How I Would Turn Around GM," by Ross Perot -- "The Painful Reeducation of a Company Man: An Interview with Roger Smith," by Business Monthly -- "Advice for G.M.'s Bob Stempel," by Paul Judge -- "Bob Galvin and Motorola, Inc.," by Todd Jick and Mary Gentile -- Chapter 12. Action Tools and Execution Dilemmas: Change Implementors -- Introductory Notes -- "The Dilemmas of a Changemaker," by William Shea -- "Three in the Middle: The Experience of Making Change at Micro Switch," by Susan Rosegrant and Todd Jick -- "Toward a Boundary-less Firm at General Electric," by Mark Potts -- "British Air's Profitable Private Life," by Steve Lohr -- Chapter 13. Angered or Energized?: Change Recipients -- Introductory Notes -- "IBM's Blue Mood Employees," by Paul B. Carroll -- "Takeover: A Tale of Loss, Change, and Growth," by Dwight Harshbarger -- "GE Keeps Those Ideas Coming," by Thomas A. Stewart -- "Downsizing: One Manager's Personal Story," by Amy Levy -- Part V. Action -- Chapter 14. Where to Begin -- Why Organizations Succeed: Assessing Change Strategy -- When Organizational Change Works: Building the Future Through Understanding the Past -- Making It Happen and Making It Stick -- Getting Started -- Index.