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)
(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
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
working effectively with unconscious dynamics of
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,
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
together to break out of commonplace, make something
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,
Edited with an introduction by John Seely
Seeing Differently: Insights on Innovation. (Boston, MA:
Harvard Business School Press, 245 p.). Chief Scientist, Xerox
PARC. Organizational change; Technological
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
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;
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;
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.
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
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
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.
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,
Manfred F.R. Kets de Vries and Danny Miller
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.
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,
Manfred F.R. Kets de Vries with Elizabeth
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;
Michael Hammer & James Champy; with a new
Reengineering the Corporation: A Manifesto for Business
Revolution. (New York, NY: HarperBusiness, 257 p. [orig.
pub. 1993]). Organizational change; Corporate reorganizations;
Charles Handy (1993).
Understanding Organizations. (New York, NY: Penguin, 445
p. [4th ed.]). Organization; Associations, institutions, etc.;
Gods of Management: The Changing Work of Organizations.
(New York, NY: Oxford University Press, 254 p.). Management;
Organizational change--Management; Corporate culture.
Beyond Certainty: The Changing Worlds of Organizations.
(Boston, MA: Harvard Business School Press, 221 p.).
Charles Handy ; foreword by Warren Bennis
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
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
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;
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;
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
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
Michael Maccoby (1981).
The Leader: A New Face for American Management. (New
York, NY: Simon & Schuster, 284 p.). Leadership; Organizational
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;
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.).
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
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
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
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,
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
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
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;
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.
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