Transformation Efforts Fail"�‚ Harvard Business Review March-April‚ pp 20-25 Tushman‚ M.L. & O ’Reilly‚ C.A.‚ (1996) "Ambidextrous Organisations: Managing Evolutionary and Revolutionary Change"�‚ California Management Review‚ Vol. 38‚ No. 4‚ Summer Beer‚ M.‚ Eisenstat‚ R.A.‚ & Spector‚ B.‚ (1990). "Why change programs do not produce change."� Harvard Business Review‚ 68 (6)
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an exploration in the context of technological change”‚ Human Relations‚ Vol. 45 No. 9‚ pp. 957-90. Beekin‚ R.I. (1989)‚ “Assessing the effectiveness of sociotechnical interventions: antidote or fad”‚ Human Relations‚ Vol. 42‚ pp. 877-97. Beer‚ M. and Eisenstat‚ R.A. (1996)‚ “Developing an organization capable of implementing strategy and learning”‚ Human Relations‚ Vol. 49 No. 5‚ pp. 597-617. Burke‚ W. and Litwin‚ G.H. (1992)‚ “A causal model of organizational performance and change”‚ Journal of
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1. Executive Summary: Toyota Motor Corporation is the leading global automobile manufacturer operating in more than 140 countries and boasted sales of 9.75 Million vehicles during 2012 compared to key rival General Motors at 9.29 million vehicles (Dawson‚ 2013). Toyota’s consistent delivery of superior quality‚ reliability and durability has been cited as the key success factors behind their ascension to global leadership in 2008 (Feng‚ 2010; Takeuchi‚ Osno and Shimizu‚ 2008). (Spear‚ 2004) postulates
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CHALLENGES OF STRATEGY IMPLEMENTATION Potential Challenges of Strategy Implementation Strategy implementation starts with a series of brainstorming sessions. According to a study by Michael Beer and Russell A. Eisenstat‚ published in the summer 2000 issue of "Sloan Management Review‚" the six silent killers of strategy implementation are top-down or complacent upper management‚ unclear strategy and conflicting priorities‚ ineffective senior management team‚ poor vertical communication‚ poor
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A process mindset is the basis for effective transformation (Heckscher‚ Eisenstat‚ & Rice‚ 1994). The process mentality involves defining clear concepts (Keller‚ 1995). It also requires a future orientation toward problem solving (Smith‚ 1990). One of the key factors in the change process is for each person to become and remain
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integrating the department with other organizational functions (Chyn & Kaliannan‚ 2011). HR personnel must also take advantage of their organizational position to forge partnerships with other functional areas needed to maximize corporate effectiveness (Eisenstat‚ 1996). Chyn & Kaliannan (2011) believe that “the function of human resource (HR) department in an organization has been evolving from personnel management to human resource management (HRM). Over time‚ the focus shifted from managing people to
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References: Eisenstat‚ R. A.‚ Beer‚ M.‚ Foote‚ N.‚ Fredberg‚ T.‚ Norrgren‚ F. “The Uncompromising Leader.” Harvard Business Review (July-August 2008): 50-57. Print. Freeman‚ D. H. “Courageous Leadership.” Law Journal Newsletters (March 2008). n. pag. Web. Heifetz R. A.‚ Kania
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discussed‚ who acted as an agent to bring about changes at the RESISTANCE TO CHANGE Many authors (Lawrence‚ 1954; Maurer‚ 1996; Strebel‚ 1994; Waddell and Sohal‚ 1998; being useful in learning how to develop a more successful change process (Beer and Eisenstat‚ 1996; Goldstein‚ 1988) advantages of the transformation. General aim of organizational change is an adaptation to the environment (Barr‚ Stimpert and Huff‚ 1992; Child and Smith‚ 1987; Leana and Barry‚ 2000) or an improvement in performance
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Communication is the way or process of transformation of data or information from a sender to receiver (Bovee and Thill 2008‚ p. 38). According to them‚ an effective communication plays the vital part to achieve the organisational goal. In the context of managerial communication‚ an effective communication is very helpful for early warning of potential problems‚ stronger decision making‚ faster problem solving‚ having a steadier workflow and resulting increased productivity responsible for the growth
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Market Orientation‚ Customer Value‚ and Superior Performance Stanley F. Slater and John C Narver Thinking in terms of the market (not marketing) is essential in the highiy competitive arenas of today‚ o achieve superior performance‚ a business must develop and sustain competitive advantage. But where competitive advantage was once based on structural characteristics such as market power‚ economies of scale‚ or a broad product line‚ the emphasis today has shifted to capabilities that enable
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