By Ted Zorn, Lars Thoger Christensen, George Cheny, George Cheney, Visit Amazon's Theodore E. Zorn Page, search results, Learn about Author Central, Theodore E. Zorn,
Precis will we actually need consistent switch explores the human and organizational effects of our infatuation with swap and recommends how you can stability the opposing, yet both necessary, forces of swap and balance. ------------------------------------------------------------------------ Description switch has develop into an result in itself, now not a way to an finish. evidently there's a desire for switch. agencies have to adapt to new conditions and to organize for expected destiny stipulations. yet, argue the authors of this provocative new past the base line book, switch and adaptability became "god terms"-terms which are permitted unquestioningly nearly as good. All you might want to do is invoke them and you may achieve the prepared assent of others. this occurs each time a new swap procedure comes along-TQM, reengineering, enterprise procedure outsourcing, and so forth. usually the previous technique is dropped-whether it's proven results-and the hot one is embraced, just because it is the most up-to-date, most likely top, approach to hold the sine qua non of recent administration: consistent switch. the push to alter has develop into so quick, so heated, and so unthinking in lots of instances that we hardly have time to mirror on precisely what it truly is we are attempting to accomplish. And agencies frequently disregard the truth that proven fact that consistent switch comes at a price-not simply in funds spent on specialists and seminars and coaching fabrics, but additionally in time, strength, and worker morale. a value that frequently outweighs the theoretical advantages.
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Extra info for Beyond the Bottom Line 2: Do We Really Want Constant Change?
Weick, The Social Psychology of Organizing (New York: Random House, 1979). 40 Notes CHAPTER THREE: ORGANIZATIONAL RESPONSES TO THE CHANGE IMPERATIVE I. Lowell L. Bryan, Jeremy Oppenheim, and Wilhelm Rail, Race for the World: Strategies to Build a Great Global Firm (Boston: Harvard Business School Press, 1999). 2. : Films for the Humanities and Sciences, 1998). 3. John Gray, False Dawn: The Delusions Press, 1998). of Global Capitalism (New York: New 4. Qi XU, "TQM as an Arbitrary Sign for Play: Discourse and Transformation," Journal of Management Studies, 1999, 20, 659-681.
14. John Cassidy, "The Firm," The New Yorker, March 8, 1999, 28-36. 15. Alvin Toffler, Future Shock (New York: Bantam Books, 1970). 16. : Cornell University Press, 1995). 17. Helena D. Economo and Ted Zorn, "Communication During Downsizing: How Downsizing Survivors Construct Corporate Communication," Asia-PacificJournal of Public Relations. in press. 18. David M. Boje, Grace A. Rosile, Robert Dennehy, and Debra J. Summers, "Restorying Reengineering: Some Deconstructions and Postmodern Alternatives," Communication Research, 1997, 24(6), 631-668.
Does that sound like a commitment to empowering people? The point is, the real or apparent dishonesty in the claim to be committed to empowerment on the one hand and to sell the program as a way to avoid investing in people on the other is a recipe for cynicism. REVALUING STABILITY At the risk of repeating ourselves, we're not suggesting for a moment that there aren't important changes occurring in society and in various markets. There are. And we're not arguing that organizations shouldn't change.