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 really need consistent switch explores the human and organizational outcomes of our infatuation with switch and recommends how one can stability the opposing, yet both worthwhile, forces of swap and balance. ------------------------------------------------------------------------ Description switch has develop into an result in itself, no longer a way to an finish. evidently there's a want for swap. 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, swap and adaptability became "god terms"-terms which are authorised unquestioningly nearly as good. All you might want to do is invoke them and you'll achieve the prepared assent of others. this occurs each time a new swap procedure comes along-TQM, reengineering, enterprise approach outsourcing, and so on. frequently the outdated approach is dropped-whether it's proven results-and the hot one is embraced, just because it is the most recent, most likely most sensible, strategy to preserve the sine qua non of contemporary administration: consistent switch. the push to alter has turn into so quickly, so heated, and so unthinking in lots of instances that we hardly ever have time to mirror on precisely what it's we are attempting to accomplish. And businesses usually put out of your mind the truth that incontrovertible fact that consistent swap comes at a price-not simply in funds spent on specialists and seminars and coaching fabrics, but additionally in time, power, 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?
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. 19. David A. " Leadership Quarterly.
There are. And we're not arguing that organizations shouldn't change. They should. They have to. But we want to remind managers to stop for a moment to reflect on the value of the other side of the dialectic: stability, continuity, commitment, and loyalty. Think for a moment about the value of permanence in the corporate identity. 21 Niklas Luhmann, a German sociologist and philosopher, argues that organizations need a certain amount of closure and stability so they don't lose their sense of coherence and identity.
37 NOTES PREFACE I. Richard Sennett, The Corrosion of Character: The Personal Consequences of Work in the New Capitalism (New York: Norton, 1998). CHAPTER ONE:THE GLORIFICATION OF CHANGE I. James Gleick, Faster: The Acceleration of Just About Everything (New York: Pantheon, 1999), 12-13. 2. Peter Cappelli, Laurie Bassi, Harry Katz, David Knoke, Paul Osterman, and Michael Useem, Change at Work: How American Industry and Workers Are Coping with Corporate Restructuring and What Workers Must Do to Take Charge of Their Own Careers (New York: Oxford University Press, 1997).
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