Managing Change: Cases and Concepts [Hardcover]

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 editioncases and readingshave been chosen and arranged to introduce change as an integrated process. Cases in the text represent a wide variety of change situations. Accompanying many cases are readings, likewise chosen to reflect a broad range of issues. Some readings provide theoretical underpinnings for a case, supporting the action: others challenge the action with alternative viewpoints. Still others provide broader contextviews of the changing world, for example, or commentaries on how we look at change; ideas that go well beyond the issues in any particular case.

Module One - Forces for Change

Case: Innovation at the Lego Group

Reading: The 12 Different Ways for Companies to Innovate

Case: Change Classic: Changing the Culture at British Airways

Reading: Re-Energizing the Mature Organization

Case: Nestl?s Globe

Reading: Has Strategy Changed?

Reading: Meeting the Challenges of Disruptive Change

Case: GlaxoSmithKline and AIDS in South Africa

Reading: Rethinking the Social Responsibility of Business: A Reason debate featuring Milton Friedman, Whole Foods John Mackey, and Cypress Semiconductors T.J. Rodgers

Reading: The Collapse and Transformation of Our World

Module Two - Changing the Game: From Vision to Adaptation

Part 1 The Strategic Imperatives

Case: Yinscape and Yangsearch

Reading: The Vision Thing

Case: Change Classic: Bob Galvin and Motorola, Inc.Reading: From Bogged Down to Fired Up: Inspiring Organizational Change

Case: Merrill Lynch: Evolution, Revolution and Sale, 1996-2008

Reading: An Improvisational Model for Change Mgt: The Case of Groupware Technologies

Case: Charlotte Beers at Ol“7