The Organizational Hologram: The Effective Management of Organizational Change

Kenneth D. Mackenzie

Published by Springer, 1990
ISBN 10: 0792390822 / ISBN 13: 9780792390824
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Synopsis: Previously, the conventional wisdom about organizations was "If it's not broken, then don't fix it. " Today, the new dictum seems to be "If it works, make it work better. " There is a shift from a posture of reaction to one that embraces change. The prevailing wisdom is changing because many of our organizations are now or will soon be in a state of crisis. Every day we read about a proud old firm going bankrupt, manufacturers who must cut costs and retrench in order to survive, and failures in our governmental agencies. Who's next? Many organizations are failing but others are doing well. All wonder if something terrible could happen to their organization. Thus, it seems prudent to anticipate and proactively manage change rather than to passively sit by until some crisis strikes. All of us know that any organization can be improved. There will always be a gap between some desired state and our current reality. There will always be differences among people about what is desirable and what is not. Every change energizes these gaps. Because there are so many changes taking place, it is no wonder that there is continuous clamor for organizational change. These gaps and differences are the source of problems. Once a problem is recognized and agreed to, efforts are made to generate a solution to it. Every solution has both its intended and unintended consequences.

Review: It is a well-thought through and solid book that keeps its feet on the ground, but does not shy away from innovative and unconventional thinking... It is a very comprehensive book that is able to leverage both academic concepts and practical realities to advance the state of the art in managing organizational change.' Omar El Sawy, USC

It is a well-thought through and solid book that keeps its feet on the ground, but does not shy away from innovative and unconventional thinking...
It is a very comprehensive book that is able to leverage both academic concepts and practical realities to advance the state of the art in managing organizational change.'
Omar El Sawy, USC
`It is a well-thought through and solid book that keeps its feet on the ground, but does not shy away from innovative and unconventional thinking...
It is a very comprehensive book that is able to leverage both academic concepts and practical realities to advance the state of the art in managing organizational change.'
Omar El Sawy, USC

"About this title" may belong to another edition of this title.

Bibliographic Details

Title: The Organizational Hologram: The Effective ...
Publisher: Springer
Publication Date: 1990
Binding: Paperback
Book Condition: Good
Edition: 1991.

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Book Description Springer, Netherlands, 1991. Hardback. Condition: New. 1991 ed.. Language: English. Brand new Book. Previously, the conventional wisdom about organizations was "If it's not broken, then don't fix it. " Today, the new dictum seems to be "If it works, make it work better. " There is a shift from a posture of reaction to one that embraces change. The prevailing wisdom is changing because many of our organizations are now or will soon be in a state of crisis. Every day we read about a proud old firm going bankrupt, manufacturers who must cut costs and retrench in order to survive, and failures in our governmental agencies. Who's next? Many organizations are failing but others are doing well. All wonder if something terrible could happen to their organization. Thus, it seems prudent to anticipate and proactively manage change rather than to passively sit by until some crisis strikes. All of us know that any organization can be improved. There will always be a gap between some desired state and our current reality. There will always be differences among people about what is desirable and what is not. Every change energizes these gaps. Because there are so many changes taking place, it is no wonder that there is continuous clamor for organizational change. These gaps and differences are the source of problems. Once a problem is recognized and agreed to, efforts are made to generate a solution to it. Every solution has both its intended and unintended consequences. Seller Inventory # LIE9780792390824

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Book Description Springer, Netherlands, 1991. Hardback. Condition: New. 1991 ed.. Language: English. Brand new Book. Previously, the conventional wisdom about organizations was "If it's not broken, then don't fix it. " Today, the new dictum seems to be "If it works, make it work better. " There is a shift from a posture of reaction to one that embraces change. The prevailing wisdom is changing because many of our organizations are now or will soon be in a state of crisis. Every day we read about a proud old firm going bankrupt, manufacturers who must cut costs and retrench in order to survive, and failures in our governmental agencies. Who's next? Many organizations are failing but others are doing well. All wonder if something terrible could happen to their organization. Thus, it seems prudent to anticipate and proactively manage change rather than to passively sit by until some crisis strikes. All of us know that any organization can be improved. There will always be a gap between some desired state and our current reality. There will always be differences among people about what is desirable and what is not. Every change energizes these gaps. Because there are so many changes taking place, it is no wonder that there is continuous clamor for organizational change. These gaps and differences are the source of problems. Once a problem is recognized and agreed to, efforts are made to generate a solution to it. Every solution has both its intended and unintended consequences. Seller Inventory # APC9780792390824

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