Management Links
MANAGEMENT: Organizational Change

"Profitability is the Key to Value. If You've Got it, Flaunt It. If You Don't Have It, Get It (business strategy). If You Can't Get It, Get Out (capital strategy)."

--- Bill Fruhan, Professor of Finance, Harvard Business School, author of: Financial Strategy: Studies in the Creation, Transfer, and Destruction of Shareholder Value.

(Baring), Helga Drummond (2008). The Dynamics of Organizational Collapse: The Case of Barings Bank. (New York, NY: Routledge, 143 p.). Professor, Organisational Learning, Behaviour and Change, University of Liverpool Management School. Leeson, Nicholas William; Barings Bank; Bank failures -- Great Britain; Merchant banks -- Great Britain; Organizational behavior -- Case studies; Corporate culture -- Case studies; Organizational effectiveness -- Case studies. High-level, multi-theoretical analyses, psychological and sociological theories to explore events of Nick Leeson’s employment with Barings' in Singapore in 1992 to Barings' collapse in 1995.

(GE), Max H. Kirsch (1998). In the Wake of the Giant: Multinational Restructuring and Uneven Development in a New England Community. (Albany: State University of New York Press, 146 p.). Former Associate Dean of the Graduate Faculty of Social and Political Science (New School for Social Research). General Electric Company; Downsizing of organizations--Social aspects--Massachusetts--Pittsfield; Industries--Social aspects--Massachusetts--Pittsfield; Community development--Massachusetts--Pittsfield; Pittsfield (Mass.)--Economic conditions; Pittsfield (Mass.)--Social conditions.

(GM) Robert F. Freeland (2001). The Struggle for Control of the Modern Corporation: Organizational Change at General Motors, 1924-1970. (New York, NY: Cambridge University Press, 364 p.). General Motors Corporation -- Management; Organizational change; Industrial management.  

(Hewlett-Packard), Deone Zell (1997). Changing by Design: Organizational Innovation at Hewlett-Packard. (Ithaca, NY: ILR Press, 180 p.). Vice Chancellor's Office (UCLA). Hewlett-Packard Company--Management; Electronic industries--United States--Management--Case studies; Organizational change--United States--Case studies. 

(Honeywell), Larry Bossidy and Ram Charan with Charles Burck (2004). Confronting Reality: Doing What Matters To Get Things Right. (New York, NY: Crown, 264 p.). Former CEO, Honeywell; Former CEO, Allied Signal. Organizational change; Success in business; Realism. 

(ICI), John Harvey-Jones (1993). Managing to Survive. (London, UK: Heinemann, 184 p.). Industrial management; Organizational change--Management.

(Koch Industries), Charles G. Koch (2007). The Science of Success: How Market Based Management Built the World's Largest Private Company. (San Francisco, CA: Jossey-Bass, 208 p.). Chairman of the Board and CEO of Koch Industries, Inc. Organizational change; Industrial management; Organizational behavior. World's largest privately held company - 2,000-fold growth since 1967, 80,000 employees in 60 countries, $90 billion in revenues in 2006; Market-Based Management for continuous transformation and positive growth: 1) Vision, 2) Virtue and Talents, 3) Knowledge Processes, 4) Decision Rights, 5) Incentives.

(National Health Service), Andrew Pettigrew, Ewan Ferlie, Lorna McKee (1992). Shaping Strategic Change: Making Change in Large Organizations: The Case of the National Health Service. (London, UK: Sage Publications, 326 p.). National Health Service (Great Britain); Health services administration--Great Britain--Case studies; Organizational change--Great Britain--Case studies; Strategic planning--Great Britain--Case studies.

(Saturn), Nancy Brown-Johnston (2004). The Driving Force: Lessons In Teamwork From Saturn And Other Leading Companies. (Katonah, NY: Xephor Press, 238 p.). Director of the Global Change Management Network for General Motors. Organization--teamwork; Performance; Management--change; Saturn Corporation. Achieve organizational goals; increase profitability through increased creativity, collaboration, efficiency, productivity inside workplace; how to implement team-building process, how to develop teams to their fullest potential.

Eric Abrahamson (2004). Change Without Pain: How Managers Can Overcome Initiative Overload, Organizational Chaos, and Employee Burnout. (Boston, MA: Harvard Business School Press, 218 P.). Professor of Management at Columbia Business School. Organizational change; Organizational effectiveness.

Allan Afuah (2003). Innovation Management: Strategies, Implementation and Profits. (New York, NY: Oxford University Press, 390 p. [2nd ed.]). Organizational change; Industrial management; Corporations--Finance; Product management; Strategic planning.

Seth Allcorn (2005). Organizational Dynamics and Intervention: Tools for Changing the Workplace. (Armonk, NY: M.E. Sharpe, 245 p.). Organizational change--Psychological aspects; Organizational behavior; Leadership--Psychological aspects; Behavioral assessment; Management--Psychological aspects; Quality of work life. Understanding, working effectively with unconscious dynamics of workplace experience.

Chris Argyris (2010). Organizational Traps: Leadership, Culture, Organizational Design. (New York, NY: Oxford University Press, 214 p.). James Conant Professor of Education and Organizational Behavior Emeritus (Harvard University). Corporate culture; Organizational behavior; Leadership. Traps are counterproductive to effective performance; whatever theory is used to describe, understand such organizational traps should be used to design, implement interventions that reduce, prevent them.

Richard Beckhard (1997). Agent of Change: My Life, My Practice. (San Francisco, CA: Jossey-Bass, 202 p.). Former Professor of Organization Behavior and Management (Sloan School, MIT). Beckhard, Richard, 1918- ; Business consultants--United States--Biography; Organizational change--United States; Interpersonal relations--United States; Management--United States. 

Lois Beckwith (2006). The Dictionary of Corporate Bullshit: An A to Z Lexicon of Empty, Enraging, and Just Plain Stupid Office Talk. (New York, NY: Broadway Books, 192 p.). Business--Dictionaries; Business--Terminology; Office practice--Dictionaries. Guide to smoke-screen terms, passive-aggressive phrases.

Arthur H. Bell and Richard G. Cohn (2008). Winning with Trust in Business. (Gretna, LA: Pelican Pub. Co., 220 p.). Director of the Communications Program at Masagung Graduate School of Management (University of San Francisco), Executive Director of USF MBA Program; Lecturer at Masagung Graduate School of Management (University of San Francisco). Organizational behavior --United States; Trust; Communication in organizations --United States; Work environment --United States. Effects of corporate deception from ground up; how it can infect management systems, even at highest levels; how an open environment can help identify, address problems as they arise to remain competitive, better equipped to navigate economic cycles, business fluctuations.

Warren Bennis, Patricia Ward Biederman (1997). Organizing Genius: The Secrets of Creative Collaboration. (Reading, MA: Addison-Wesley, 239 p.). Organizational effectiveness--Case studies; Strategic alliances (Business)--Case studies; Creative thinking--Case studies; Creative ability in business--Case studies. 

J. Stewart Black, Hal B. Gregersen (2008). It Starts with One: Changing Individuals Changes Organizations. (Upper Saddle River, NJ: Wharton School Pub., 162 p. [2nd ed.]). Professor at INSEAD; Professor of Leadership at INSEAD. Organizational change --Planning; Group decision making. How to redraw individuals' mental maps with new destinations and paths, unleash power to deliver superior, sustained strategic change.

Joseph L. Bower [et al.] (1995). Business Policy: Managing Strategic Processes. (Chicago, IL: Irwin, 885 p. [8th ed.]). Corporations--United States--Case studies; Industrial management--United States--Case studies.

Andy Boynton and Bill Fischer (2005). Virtuoso Teams: Lessons from Teams that Changed Their Worlds. (New York, NY: FT Prentice Hall, 205 p.). Teams in the workplace; Organizational effectiveness; Management--Employee participation. Work together to break out of commonplace, make something remarkable happen.

Ori Brafman and Rod A. Beckstrom (2006). The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations. (New York, NY: Portfolio, 230 p.). Founder of wireless startup, health food advocacy group, network of CEOs working on public benefit projects; Founder CATS Software Inc. Decentralization in management; Organizational behavior; Success in business. How decentralization is changing many organizations; units capable of operating, growing, multiplying independently; very difficult for rival to control, defeat them. 

Edited with an introduction by John Seely Brown (1997). Seeing Differently: Insights on Innovation. (Boston, MA: Harvard Business School Press, 245 p.). Chief Scientist, Xerox PARC. Organizational change; Technological innovations--Management. 

John Case (1998). The Open-Book Experience: Lessons from over 100 Companies Who Successfully Transformed Themselves. (Reading, MA: Addison-Wesley, 237 p.). Organizational effectiveness; Management--Employee participation; Open-book management.

James Champy (1995). Reengineering Management: The Mandate for New Leadership. (New York, NY: HarperBusiness, 212 p.). Industrial management--United States; Organizational change--United States; Executives--United States; Leadership; Reengineering (Management). 

Ed. with an introduction and epilogue by James Champy and Nitin Nohria (1996). Fast Forward: The Best Ideas on Managing Business Change. (Boston, MA: Harvard Business School Press, 278 p.). Organizational change--Management; Reengineering (Management); Business networks; Creative ability in business.

Allen R. Cohen, David L. Bradford (1990). Influence without Authority. (New York, NY: Wiley, 319 p.). Organizational effectiveness; Executive ability; Interpersonal relations.

James C. Collins, Jerry I. Porras. (1994). Built to Last: Successful Habits of Visionary Companies. (New York, NY: HarperBusiness, 322 p.). Success in business--United States; Industrial management--United States; Entrepreneurship--United States. 

Daryl R. Conner (1993). Managing at the Speed of Change: How Resilient Managers Succeed and Prosper Where Others Fail. (New York, NY: Villard Books, 282 p.). Organizational change--Management.

--- (1998). Leading at the Edge of Chaos: How To Create the Nimble Organization. (New York, NY: Wiley, 352 p.). Organizational change--Management; Corporate reorganizations--Management; Organizational behavior.

Rob Cross, Andrew Parker (2004). The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations. (Boston, MA: Harvard Business School Press, 304 p.). Assistant Professor (University of Virginia's McIntire School of Commerce) and a Research Fellow with IBM's Knowledge and Organizational Performance Forum; Research Consultant with IBM's Knowledge and Organizational Performance Forum. Business networks; Employees--Social networks. 

Thomas H. Davenport (1993). Process Innovation: Reengineering Work Through Information Technology. (Boston, MA: Harvard Business School Press, 337 p.). Information technology; Technological innovations; Organizational change; Production engineering; Reengineering (Management). 

Jeff DeGraff & Shawn E. Quinn (2006). Leading Innovation: How To Jump Start Your Organization's Growth Engine. (New York, NY: McGraw-Hill, 350 p.). Professor of Management Education at Ross School of Business (University of Michigan); Partner, Competing Values Company. Organizational change; Corporate culture; Creative ability in business. Recognizing, developing creative ideas, launching them into products, services, processes that drive breakthrough innovation and consistent value creation. 

Manfred F.R. Kets de Vries (1984). The Irrational Executive: Psychoanalytic Explorations in Management. (New York, NY: International Universities Press, 497 p.). Managerial Psychoanalyst; Professor of Human Resources (Insead). Executives--Psychology; Organizational behavior; Psychology, Industrial; Psychoanalysis; Psychoanalytic theory; Organization and administration; Leadership.

--- (1991). Organizations on the Couch: Clinical Perspectives on Organizational Behavior and Change. (San Francisco: Jossey-Bass, 408 p.). Managerial Psychoanalyst, Professor of Human Resources (Insead). Organizational behavior; Psychology, Industrial; Executives. 

Manfred F.R. Kets de Vries and Danny Miller (1988). Unstable at the Top: Inside the Troubled Organization. (New York, NY: New American Library, 221 p.). Managerial Psychoanalyst (Professor of Human Resources - Insead),. Organizational behavior; Industrial organization.

--- (1990). The Neurotic Organization: Diagnosing and Revitalizing Unhealthy Companies. (New York, NY: HarperBusiness, 241 p. (rev. 1984 ed.)). Managerial Psychoanalyst (Professor of Human Resources - Insead),. Organizational behavior; Psychology, Industrial; Management.

Manfred F.R. Kets de Vries with Elizabeth Florent-Treacy (1999). The New Global Leaders: Richard Branson, Percy Barnevik, and David Simon. (San Francisco, CA: Jossey-Bass, 188 p.). Branson, Richard; Barnevik, Percy; Simon of Highbury, David Alec Gwyn Simon, Baron, 1939- ; Virgin Group; British Petroleum Company; ABB Asea Brown Boveri Ltd.; International business enterprises -- Management -- Case studies; Organizational change -- Case studies. 

Joseph R. Folkman (2006). The Power of Feedback 35 Principles for Turning Feedback from Others into Personal and Professional Change. (Hoboken, NJ: Wiley, 202 p.). President of Zenger Folkman. Communication in organizations; Feedback (Psychology); Organizational change. How highly effective people use feedback: focus on positives to discover professional strengths, increase skills, turn strengths into long-term advantages.

Robert Fritz (1996). Corporate Tides: The Inescapable Laws of Organizational Structure. (San Francisco, CA: Berrett-Koehler Publishers, 274 p.). Industrial organization; Corporate reorganizations; Organizational effectiveness. 

Terrence L. Gargiulo (2005). The Strategic Use of Stories in Organizational Communication and Learning. (Armonk, NY: M. E. Sharpe, 252 p.). Organizational communication; Organizational learning; Storytelling--Social aspects; Storytelling--Psychological aspects; Executives--United States--Interviews.

Mark Gottfredson and Steve Schaubert; with John Case and Kath Tsakalakis (2008). The Breakthrough Imperative: How the Best Managers Get Outstanding Results. (New York, NY: Collins, 367 p.). Partner, Cohead of Bain & Co.’s Capabilities Sourcing Practice; Partner, Bain & Co. Organizational effectiveness; Management; Success in business. Four principles to achieve breakthrough results: 1) costs and prices always decline; 2) competitive position determines options; 3) customers, profit pools don't stand still; 4) simplicity gets results = mastering basics of great management.

Lynda Gratton (2007). Hot Spots: Why Some Teams, Workplaces, and Organizations Buzz with Energy-- and Others Don’t. (San Francisco, CA: Berrett-Koehler Publishers, 213 p.). Associate Professor of Organizational Behaviour (London Business School); Dean of the Full-Time MBA program. Intellectual capital--Management; Organizational behavior--Management; Management--Employee participation. "Hot spot" - short period in which new ideas flow freely, cooperation and success attain levels that exceed all expectations; techniques, strategies that can create more productive environment in which hot spots are anticipated, recognized, embraced.

Michael Hammer (2001). The Agenda: What Every Company Must Do To Dominate the Decade. (New York, NY: Crown, 269 p.). Organizational change; Organizational effectiveness; Consumer satisfaction; Competition. 

Michael Hammer & James Champy; with a new prologue (2001). Reengineering the Corporation: A Manifesto for Business Revolution. (New York, NY: HarperBusiness, 257 p. [orig. pub. 1993]). Organizational change; Corporate reorganizations; Reengineering (Management). 

Charles Handy (1993). Understanding Organizations. (New York, NY: Penguin, 445 p. [4th ed.]). Organization; Associations, institutions, etc.; Management.

--- (1995). Gods of Management: The Changing Work of Organizations. (New York, NY: Oxford University Press, 254 p.). Management; Organizational change--Management; Corporate culture.

--- (1996). Beyond Certainty: The Changing Worlds of Organizations. (Boston, MA: Harvard Business School Press, 221 p.). Organizational change.

Charles Handy ; foreword by Warren Bennis (1989). The Age of Unreason. (Boston, MA: Harvard Business Schol Press, 278 p.). Organizational change; Organizational behavior.

Robert Hargrove (1998). Mastering the Art of Creative Collaboration. (New York, NY: McGraw-Hill, 253 p.). Organizational effectiveness; Strategic alliances (Business); Creative thinking; Creative ability in business.

Chip Heath, Dan Heath (2007). Made to Stick: Why Some Ideas Take Hold and Others Come Unstuck. (New York, NY: Random House. Professor of Organizational Behavior (Stanford Graduate School of Businessl); Consultant at Duke Corporate Education. Social psychology; Contagion (Social psychology); Context effects (Psychology). Describes traits that link sticky ideas of all kinds, from urban legends to corporate mission statements to advertisements to proverbs.

Robert Heller (1995). The Leadership Imperative: What Innovative Business Leaders Are Doing Today To Create the Successful Companies of Tomorrow. (New York, NY: Dutton, 398 p.). Industrial management--United States; Organizational change--United States--Management; Corporate reorganizations--United States; Total quality management--United States; Leadership.

Robert J. Herbold (2007). Seduced by Success: How the Best Companies Survive the 9 Traps of Winning. (New York, NY: McGraw-Hill, 326 p.). Former Executive Vice President, Chief Operating Officer of Microsoft Corporation. Organizational effectiveness; Success; Organizational behavior; Corporate culture; Organizational change. Nine Traps: 1) Neglect;; 2) Pride;  3) Boredom; 4) Complexity; 5) Bloat; 6) Mediocrity; 7) Lethargy;  8) Timidity; 9) Vagueness.

Anne Sigismund Huff, James Oran Huff with Pamela S. Barr (2000). When Firms Change Direction. (New York, NY: Oxford University Press, 266 p.). Organizational change; Corporate reorganizations; Corporate culture; Crisis management.

Charles S. Jacobs (2009). Management Rewired: Why Feedback Doesn't Work and Other Surprising Lessons from the Latest Brain Science. (New York, NY: Portfolio, 224 p.). Founder of the Amherst Consulting Group, Managing Partner of One Eighty Partners. Psychology, Industrial; Interpersonal relations --Psychological aspects; Personnel management --Psychological aspects; Organizational behavior; Management. How relying on emotions—rather than logic—leads to better business decisions; how neuroscience can create more effective strategies, inspire people to maximize potential, make change stick.

Michael C. Jensen (1998). Foundations of Organizational Strategy. (Cambridge, MA: Harvard University Press, 414 p.). Organizational behavior.

Rosabeth Moss Kanter (1989). When Giants Learn To Dance: Mastering the Challenge of Strategy, Management, and Careers in the 1990s. (New York, NY: Simon & Schuster, 415 p.). Professor (Harvard Business School). Organizational change; Organizational effectiveness. 

Compiled by Rosabeth Moss Kanter, Barry A. Stein, Todd D. Jick (1992). The Challenge of Organizational Change: How Companies Experience It and Leaders Guide It. (New York, NY: Free Press, 535 p.). Organizational change.

John Kao (1991). The Entrepreneurial Organization. (Englewood Cliffs, NJ: Prentice Hall, 360 p.). Organizational change; Creative ability in business; Entrepreneurship.

Jon R. Katzenbach, Douglas K. Smith (1993). The Wisdom of Teams: Creating the High-Performance Organization. (Boston, MA: Harvard Business School Press, 291 p.). Teams in the workplace. 

Jon R. Katzenbach (1998). Teams at the Top: Unleashing the Potential of Both Teams and Individual Leaders. (Boston, MA: Harvard Business School Press, 238 p.). Teams in the workplace; Leadership.

Janice A. Klein (2004). True Change: How Outsiders on the Inside Get Things Done in Organizations. (San Francisco, CA: Jossey-Bass, 207 p.). Senior Lecturer, Sloan School of Management (MIT). Organizational change; Organizational effectiveness; Corporate culture; Employee motivation. 

Art Kleiner (1996). The Age of Heretics: Heroes, Outlaws, and the Forerunners of Corporate Change. (New York, NY: Doubleday, 414 p.). Organizational change--United States--Case studies; Management--United States--History.

Eds. Thomas A. Kochan, Michael Useem (1992). Transforming Organizations. (New York, NY: Oxford University Press, 420 p.). Organizational change -- Congresses.

John P. Kotter (1996). Leading Change. (Boston, MA: Harvard Business School Press, 187 p.). Professor (Harvard Business School). Organizational change; Leadership; Industrial organization; Strategic planning.

--- (2008). A Sense of Urgency. (Boston, MA: Harvard Business Press, 128 p.). Konosuke Matsushita Professor of Leadership, Emeritus (Harvard Business School). Organizational change. First step in 8-step process for implementing successful transformations: create sense of urgency by getting people to see, feel need for change; insidious nature of complacency; how to go beyond "the business case" for change to overcome fear, anger that can suppress urgency; ways to ensure that actions and behaviors (not just words) communicate need for change; how to keep fanning flames of urgency even after transformation effort has scored some early successes.

John P. Kotter, Dan S. Cohen (2002). The Heart of Change: Real-Life Stories of How People Change Their Organizations. (Boston, MA: Harvard Business School Press, 190 p.). Organizational change.

George Labovitz and Victor Rosansky (1997). The Power of Alignment: How Great Companies Stay Centered and Accomplish Extraordinary Things. (New York, NY: Wiley, 242 p.). Organizational change; Strategic planning; Information technology--Management; Competition.

Theodore Levitt (1991). Thinking about Management. (New York, NY: Free Press, 154 p.). Management; Organizational change.

Paul C. Light (2005). The Four Pillars of High Performance: How Robust Organizations Achieve Extraordinary Results. (New York, NY: McGraw-Hill, 304 p.). Paulette Goddard Professor of Public Service at the Robert F. Wagner Graduate School of Public Service (New York University). Organizational change--Management; Strategic planning; Crisis management. 

Jean Lipman-Blumen, Harold J. Leavitt (1999). Hot Groups: Seeding Them, Feeding Them, and Using Them To Ignite Your Organization. (New York, NY: Oxford University Press, 299 p.). Thornton F. Bradshaw Professor of Public Policy and Professor of Organizational Behavior at the Peter F. Drucker Graduate School of Management (Claremont Graduate University); Kilpatrick Professor Emeritus at the Stanford Graduate School of Business. Organizational effectiveness; Group decision making; Industrial efficiency. Defined by distinctive state of mind coupled with style of behavior that is intense, sharply focused on ultimate goal; members plunge into enterprises that have potential to change, their own, others' lives.

Nancy Lublin (2010). Zilch: The Power of Zero in Business. (New York: NY: Portfolio, 256 p.). CEO, Do Something, Founder of Dress for Success. Nonprofit organizations; Organizational effectiveness; Performance; Work --Psychological aspects. How to get more done with less of everything while keeping innovation, passion, creativity high; myth: salary drives great performance, stellar productivity; broaden rewards, understanding of compensation to get people deeply motivated to excel; techniques for extracting best from people; branding, doing more for customers, stretching finances, more.

Michael Maccoby (1981). The Leader: A New Face for American Management. (New York, NY: Simon & Schuster, 284 p.). Leadership; Organizational effectiveness.

Robert J. Marshak (2006). Covert Processes at Work: Managing the Hidden Dimensions of Organizational Change. (San Francisco, CA: Berrett-Koehler, 216 p.). President of Marshak Associates, Scholar-in-Residence (American University), Associate Editor of the Journal of Applied Behavioral Science. Organizational change; Organizational change--Management; Organizational behavior; Management--Psychological aspects. How to bring hidden processes to light, deal with their negative impact.

Anita M. McGahan (2004). How Industries Evolve: Principles for Achieving and Sustaining Superior Performance. (Boston, MA: Harvard Business School Press, 245 p.). Professor and Chairman of Strategy and Policy Department (Boston University School of Management). Organizational change; Industries Technological innovations Economic aspects; Strategic planning; Industrial organization; Organizational effectiveness. 

Ian I. Mitroff (2005). Why Some Companies Emerge Stronger and Better from a Crisis: 7 Essential Lessons for Surviving Disaster. (New York, NY: American Management Association, 238 p.). Professor in both the Marshall School of Business and the Annenberg School for Communications (University of Southern California). Crisis management; Emergency management; Leadership. 7 distinct competencies to handle crises effectively.

Ian I. Mitroff and Ralph H. Kilmann (1984). Corporate Tragedies: Product ampering, Sabotage, and Other Catastrophes. (New York, NY: Praeger, 1450 p.). Organizational effectiveness.

Robert E. Mittelstaedt (2004). Will Your Next Mistake Be Fatal?: Avoiding the Chain of Mistakes That Can Destroy. (Upper Saddle River, NJ: Wharton School Pub., 309 p.). Dean and Professor of the W. P. Carvey School of Business (Arizona State University). Organizational effectiveness; Crisis management; Errors--Prevention.  Catch mistakes early, keep them cheap, learn from them.

Eds. Bertrand Moingeon and Amy Edmondson (1996). Organizational Learning and Competitive Advantage. (Thousand Oaks, CA: Sage Publications, 229 p.). Novartis Professor of Leadership and Management and Chair of the Doctoral Programs at Harvard Business School; Professor Strategy and Business Policy (HEC - Hautes Etudes Commerciales - School of management. Organizational learning; Competition; Strategic planning.

Gareth Morgan (2006). Images of Organization. (Thousand Oaks, CA: Sage Publications, 504 p. [updated]). Distinguished Research Professor (York University, Toronto). Organization; Organizational behavior. All theories of organization, management based on implicit images, metaphors that stretch imagination to create powerful insights (at risk of distortion); theory in context of today's business environment.

Debra E. Myerson (2008). Rocking the Boat: How To Effect Change Without Making Trouble. (Boston, MA: Harvard Business Press, 225 p.). Associate Professor of Education and (by courtesy) Organizational Behavior (Stanford University), co-director of the Stanford Center on Philanthropy and Civil Society. Organizational change; Organizational behavior; Corporate culture. Building diverse, adaptive, family-friendly, socially responsible workplaces by walking tightrope between conformity, rebellion; how "tempered radicals" work toward transformational ends through incremental means; turn threats to identities into opportunities to make positive difference in companies, world. 

Gary L. Neilson and Bruce A. Pasternack (2005). Results: Keep What's Good, Fix What's Wrong, and Unlock Great Performance. (New York: Crown Business, 320 p.). Senior Vice President at Booz Allen Hamilton; President and CEO of the Special Olympics (former senior vice president at Booz Allen Hamilton). Organizational change; Decision making; Organizational effectiveness; Management by objectives; Performance. Why some companies consistently deliver on commitments, produce great results, others trip over their own shoelaces.

James O'Toole (1995). Leading Change: Overcoming the Ideology of Comfort and the Tyranny of Custom. (San Francisco, CA: Jossey-Bass, 282 p.). Organizational change--Management; Leadership.

Bruce Pasternack and Albert J. Viscio (1998). The Centerless Corporation: A New Model for Transforming Your Organization for Growth and Prosperity. (New York, NY: Simon & Schuster, 312 p.). Organizational change; Management. Based on Booz, Allen & Hamilton clients - values, knowledge, people.

Dev Patnaik with Peter Mortensen (2009). Wired To Care: How Companies Prosper When They Create Widespread Empathy. (Upper Saddle River, NJ: FT Press, 272 p.). Founder, Principal of Jump Associates; Head of Communications at Jump Associates. Organizational effectiveness; Empathy; Interpersonal relations; Success in business --Psychological aspects. How organizations prosper when they tap into empathy, ability to reach outside of ourselves, connect with other people, see world through other’s eyes; shared sense of what’s going on in world enables view of new opportunities faster than competitors, courage to take risk on something new, gut-level certitude to stick with idea that doesn’t take off right away; widespread empathy in action; biological sources of empathy; how empathy can give the acuity to cut through morass of contradictory information.

Andrew Pettigrew and Richard Whipp (1993). Managing Change for Competitive Success. (Cambridge, MA: B. Blackwell, 323 p.). Organizational change.

Thomas Petzinger, Jr. (1999). The New Pioneers: The Men and Women Who Are Transforming the Workplace and Marketplace. (New York, NY: Simon & Schuster, 302 p.). Wall Street Journal Columnist. Industrial management; Corporate culture; Creative ability in business; Employee motivation; Customer relations; Suggestion systems; Industrial sociology.

Jeffrey Pfeffer (2007). What Were They Thinking?: Unconventional Wisdom about Management. (Boston, MA: Harvard Business School Press, 241 p.). Thomas D. Dee II Professor of Organizational Behavior in the Graduate School of Business (Stanford University). Management; Supervision of employees; Leadership; Organizational behavior. How poor business choices (on people management, leadership, performance measurement, competitive strategy) arise when business leaders: 1) fail to consider unintended consequences of their actions, 2) rely on naive theories of human behavior, 3) ignore obvious answers.

Jeffrey Pfeffer (2010). Power: Why Some People Have It and Others Don’t. (New York, NY: HarperBusiness, 288 p.). Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business (Stanford University). Success in business; Success; Management; Power (Social sciences) -- New England -- History. How to succeed, wield power in real world: self promote, build relationships, cultivate reputation for control and authority, perfect powerful demeanor; how to overcome obstacles ("self-promotion" dilemma),  how to sharpen "acting" skills on job, use tactics to appear more powerful.

James Brian Quinn; foreword by Tom Peters (1992). Intelligent Enterprise: A Knowledge and Service Based Paradigm for Industry. (New York, NY: Free Press, 473 p.). Organizational effectiveness; Organizational change; Customer services; Technological innovations.

Cynthia Barton Rabe (2006). The Innovation Killer: How What We Know Limits What We Can Imagine: And What Smart Companies Are Doing About It. (New York, NY: Amacom, 219 p.). Former Innovation Strategist for Intel Corporation. Creative ability in business; Creative thinking; Problem solving; Organizational effectiveness. Use of outsiders to stimulate innovation; share three characteristics: 1) related expertise, 2) renaissance tendencies, 3) psychological distance. 

Dan Roam (2008). The Back of the Napkin: Solving Problems and Selling Ideas with Pictures. (New York, NY: Portfolio, 288 p.). Founder, President of Digital Roam Inc. Problem solving--Audio-visual aids; Management--Audio-visual aids; Visualization; Creative ability in business. Visual problem solving, how to clarify problem, sell idea by visually breaking it down using simple set of visual thinking tools.

Evan Rosen (2007). The Culture of Collaboration: Maximizing Time, Talent and Tools To Create Value in the Global Economy. (San Francisco, CA: Red Ape Pub., 304 p.). Chief Strategist of Impact Video Communication, Inc. Business networks; Cooperativeness; Interorganizational relations; Group decision making; Globalization--Economic aspects. How collaborative culture is changing business models, nature of work; how  methods can create value in almost every industry; trend towards real-time, spontaneous collaboration, "deserialization" of interaction and work.

Keith Sawyer (2008). Group Genius: The Creative Power of Collaboration. (New York, NY: Basic Books, 272 p.). Associate Professor of Psychology (Washington University in St. Louis). Group problem solving; Creative thinking. Creativity is always collaborative (even when alone); how to be more creative in collaborative group settings, how to change organizational dynamics for better, how to tap into reserves of creativity.

Richard J. Schonberger (1990). Building a Chain of Customers: Linking Business Functions To Create the World Class Company. (New York, NY: Free Press, 349 p.). Organizational effectiveness; Industrial management.

Peter Senge, et al. (1999). The Dance of Change: The Challenges of Sustaining Momentum in Learning Organizations. (New York, NY: Doubleday, 596 p.). Organizational learning; Organizational change.

Robert Simons (2005). Levers of Organization Design: How Managers Use Accountability Systems for Greater Performance and Commitment. (Boston, MA: Harvard Business School Press, 290 p.). Charles M. Williams Professor of Business Administration in the Accounting & Control area (Harvard Business School). Organizational behavior; Organizational change; Organization. Designing organizations to maximize performance - accountability system that defines roles, rights, responsibilities throughout firm.

David Strang (2010). Learning by Example: Imitation and Innovation at a Global Bank. (Princeton, NJ: Princeton University Press, 304 p.). Professor of Sociology (Cornell University). Bank management --Case studies; Banks and banking --Case studies; Diffusion of innovations; Benchmarking (Management); Organizational learning; Organizational change. How managers interpret, advocate, implement innovations; why firms benchmark, how they construct reference groups, how they learn, unlearn from examples; benchmarking initiative of major financial institution; 21 teams of managers sent to observe practices of other companies in order to develop recommendations for change in their own organization; organizations treated as models of best practice, networks that surround bank and form its reference group, ways managers craft calls for change, programs implemented in wake of vicarious learning; imitation does not occur through mindless conformity; managers act creatively, combine what they see in external site visits with their bank's strategic objectives, interpret it in light of their understanding of rational and progressive management.

Donald N. Sull (2003). Revival of the Fittest: Why Good Companies Go Bad and How Great Managers Remake Them. (Boston, MA: Harvard Business School Press, 203 p.). Organizational change; Organizational effectiveness; Corporate image.

--- (2005). Why Good Companies Go Bad and How Great Managers Remake Them. (Boston, MA: Harvard Business School Press, 288 p.). Associate Professor of Management Practice (London Business School). Organizational change; Organizational effectiveness; Corporate image. 

Lawrence E. Susskind and Jeffrey L. Cruikshank (2006). Breaking Robert’s Rules: The New Way To Run Your Meeting, Build Consensus, and Get Results. (New York, NY: Oxford University Press, 192 p.). Group decision-making; Consensus (Social sciences); Conflict management. How any group can work together effectively; five key steps toward consensus building, specific problems that get in way of group's progress.

Robert I. Sutton (2007). The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t. (New York, NY: Warner Business, 224 p.). Professor of Management Science and Engineering (Stanford Engineering School),. Organizational behavior; Bullying in the workplace; Psychological abuse; Courtesy; Work environment. How managers can eliminate mean-spirited, unproductive behavior to generate productive workplace (Google, JetBlue/Southwest Airlines, Cerner Corporation).

Robert J. Thomas (1994). What Machines Can’t Do: Politics and Technology in the Industrial Enterprise. (Berkeley, CA: University of California Press, 314 p.). Professor of Organizational Studies (Massachusetts Institute of Technology). Technological innovations--Management; Organizational change; Manufacturing industries--Technological innovations--United States--Case studies; Manufacturing resource planning--United States--Case studies; Organizational change--United States--Case studies; Appropriate technology--United States--Case studies.  

Robert M. Tomasko (1993). Rethinking the Corporation: The Architecture of Change. (New York, NY: ANACOM, 213 p.). Organizational change; Corporate reorganizations.

Michael L. Tushman, Charles A. O'Reilly III (2002). Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal. (Boston, MA: Harvard Business School Press, 260 p.). Organizational change--Management.

Lisa Valikangas (2010). The Resilient Organization: How Adaptive Cultures Thrive Even When Strategy Fails. (New York, NY: McGraw-Hill 271 p.). Professor of Innovation Management (Helsinki School of Economics). Crisis management; Crisis management --Case studies; Organizational change; Organizational change --Case studies. Global resilience strategy, how to be smart about success and failure; field-tested forward-focused tools: 1) survive shocks and setbacks; 2) turn threats into opportunities; 3) anticipate change before it happens; 4) ensure success is sustainable; not prisoner of past performance, good or bad; don't rely on right leader alone for success; build capability to be resilient into organization; constantly rehearse culture of anticipating, responding to change; innovate even when don't need to.

Robert H. Waterman, Jr. (1987). The Renewal Factor: How the Best Get and Keep the Competitive Edge. (New York, NY: Bantam Books, 338 p.). Organizational change; Industrial management.

Robert W. Wendover and Terrence L. Gargiulo (2005). On Cloud Nine: Weathering the Challenge of Many Generations in the Workplace. (New York, NY: AMACOM, 142 p.). Organizational change; Corporate culture; Conflict of generations. Balancing past and future, encouraging diversity of ideas.

James C. Worthy; edited by David G. Moore and Ronald G. Greenwood (1994). Lean but not Mean: Studies in Organization Structure. (Urbana, IL: University of Illinois Press, 227 p.). Organizational effectiveness -- United States; Organizational behavior -- United States; Industrial management -- United States; Industrial relations -- United States.

Noboru Yoshimura, Philip Anderson (1997). Inside the Kaisha: Demystifying Japanese Business Behavior. (Boston, MA: Harvard Business School Press, 259 p.). Industrial management--Japan; Corporate culture--Japan; National characteristics, Japanese.


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