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Organizational Culture

1.Bardwick, Judith M. Danger in the comfort zone. New York: American Management Association, 1991. 194 pp. (Shelved at HF5548.8.B243 1991).
1/98 version: According to the author, many organizations and their employees are mired in the mentality of entitlement. As a result, there is low performance, lack of commitment and accountability, little risk-taking, and scant enthusiasm. The opposite of entitlement is fear, but the author explains how to overcome both the lethargy of entitlement and the paralysis of fear and to move into the energy of earning in order to create a work environment of high confidence and high performance.

2.Bellardo, Lewis J. Changing organizations: NARA as a case study in changing organizations: two archives transformation case studies. Washington: National Archives and Records Administration, 1997. 5 pp. (Presentation, NAGARA, Sacramento, California, July 17, 1997; BPR214; also accessible at http://www.nara.gov/nara/vision/lbnagara.html).
Deputy Archivist Bellardo's presentation on NARA's process of organizational change emphasizes the role of strong leadership and the importance of communication, including immediately-inclusive communication of the agency's vision, mission, and values statements through the use of videotapes played simultaneously at all NARA facilities, as well as the provision of feedback through an e-mail address. Implementation of any organizational changes have made use of information gathering sessions, the Staff Bulletin newsletter, and an internal web site to communicate throughout the agency. Bellardo closed his presentation with the comment that at NARA, "We're not just changing to solve problems; we're changing to create possibilities...".

3.Billington, James. The fundamentals of managing up. Harvard Management Update 2, no.9 (September 1997): 10-11.
By building understanding with your boss, you can minimize disunity, and maximize the alignment of goals. Understand your boss's mindset, communication style, tacit clues, what the boss expects, and what you expect of the boss.

4.Davenport, Thomas H. Saving IT's soul: human-centered information management. Harvard Business Review (March-April 1994): 119-131.
A new approach to information promises business benefits that few managers could conceive of when focussing strictly on technology. By paying attention to how people share information, management can use technology to its fullest potential. The author speaks of integrating human behavior into information systems and, at the same time, changing employee behavior to meet technology halfway.

5.Filipczak, Bob. It takes all kinds: creativity in the work force. Training 34, no.5 (May 1997): 32+.
Current management theory calls for creativity as an important working trait. In an effort to identify creativity, employees are ranked on a continuum ranging from adaptive to innovative. Adaptively creative managers tend to have better ideas whereas innovatively creative managers tend to have different ideas. Management can place employees according to the organization's creative needs and the need for organizational balance.

6.Guha, Subo, Varun Grover, William J. Kettinger and James T. C. Teng. Business process change and organizational performance: exploring an antecedent model. Journal of Management Information Systems 14, no.1 (1997): 119-154.
This report discusses a model which proposes facilitating antecendents to successful business process change. Case studies showed that the least successful projects were low in cultural readiness and change management.

7.Kock, Nereu F. Jr and Robert J. McQueen. Using groupware in quality management programs. Information Systems Management 14, no.2 (Spring 1997): 56+.
Groupware technology has great but untapped potential to streamline and improve the group and documentation activities that are paramount in quality management efforts. Guidance is give in this article on how to use groupware in support of quality management procedures.

8.Newton, Peggy. Communicating key measures throughout an organization. Journal of Strategic Performance Measurement 1, no.1 (February-March 1997): 34-38.
A division of Honeywell is noted for its ability to communicate key measures throughout the organization. First, key business drivers are identified, then goals and measures are linked to them at every level. Communication revolves around goals with each employee's actions linked to company-wide goals. A continuous improvement control board is used to drive the strategic priorities down through all levels of the organization.

9.Quinn, Brian. Understanding the differences between committees and teams. Library Administration & Management 9, no.2 (Spring 1995): 111-116. (BPR194).
There are basic differences between the team approach and the committee approach. Participation on committees was a means of giving employees a voice and bringing people together to share ideas on a particular project or for a special purpose. The committee approach has been superseded by the concept of shared management and teams have been encouraged in order to work collaboratively using team problem-solving techniques. Teams tend to have more responsiblity, more authority, and the team approach tends to be more proactive than the committee approach.

10.Scott, Michael P. Being centered, setting limits, and having fun. Association Management 49, no.3 (March 1997): 55+.
It is possible for individuals to manage change and develop a greater sense of career focus in the midst of this dynamic environment by examining three principles: 1) the principle of centeredness which means that as a centered person you have a strong mission or purpose in life, values to help you in your decisionmaking efforts, and a vision to steer your future; 2) the principle of limits which means that you can't do everything, but must focus on what is important versus what is urgent. Create a greater sense of balance to the physical, mental, social, and spiritual aspects of your life; 3) the principle of fun, which means keeping life in its proper perspective by having fun.

11.Stenzel, Catherine and Joe Stenzel. Re-visioning the organization: silence and song of her majesty. Journal of Strategic Performance Measurement 1, no.6 (December, 1997): 43-46.
1/98 version: This column, fourth in a series, explores the critical elements in establishing an organizational framework of strategically aligned performance measurement. The first three columns stressed 1)laying the foundation of strategic vision; 2)constructing a robust set of measures, and 3)ensuring consistent leadership and management presence. This column spotlights the importance of efficietn and effective information stystems to facilitate communciation, understanding, and organizational intelligence, which create a sense of organizational community.

12.Voyer, John J., Janet M. Gould and David N. Ford. Systematic creation of organizational anxiety: an empirical study. Journal of Applied Behavioral Science 33, no.4 (December 1997): 471+. (BPR233; also available online from Proquest).
1/98 version: Inquiry into a product development organization revealed a high level of organizational anxiety. A map of the organization's cognitive schema or collective mental model was created using data obtained from informants in the organization. The map showed how the organization's use of classic defense mechanisms to control organizational anxiety instead created feedback loops that amplified it. Suggestions for controlling anxiety systematically are offered (article abstract)

13.Walker, Robert G. Virtually interactive brainstorming. Industrial Engineering 26, no.9 (September 1994): 20-21. (Article 63).
Virtually interactive brainstorming (VIBS) uses electronic mail capabilities to make team member communication easier and faster

14.Zaleznik, Abraham. Real work: process and politics often get more executive attention than products, markets, and customers. Harvard Business Review 75, no.6 (November-December 1997): 53-63.
This HBR classic is reprinted eight years after its first publication with a commentary by the author. Zaleznik notes that the article was written to bring to attention the differences and the tensions between ritualistic and substantive behavior in the organization; that, uncontrolled, ritual can come to displace or substitute for real work. The author notes a change in the last eight years, senior executives seem to have achieved a balance between ritual and real work. He warns that real work has a way of becoming ritualized and thus perpetuated long after its value is gone. Zaleznick's comments end with the warning that the real work of leaders always involves the thinking that must precede action.

Organizational Change

1.Achrol, Ravi S. Changes in the theory of interorganizational relations in marketing: toward a network paradigm. Journal of the Academy of Marketing Science 25, no.1 (Winter 1997): 56+.
This article is not just about marketing; it also presents ideas on how to function in a networked, rather than a hierarchical, organization. Network organizations are made up of functionally specialized units tied together in exchange relationships. Because of the need for cooperative exchange, characterized by restraint of power, commitment, trust, solidarity, mutuality, flexibility, role integrity, and conflict management, the coordination and control mechanisms traditionally employed by organizations must be adapted to the new needs.

2.Agocs, Carol. Institutionalized resistance to organizational change: denial, inaction and repression. Journal of Business Ethics 16, no.9 (June 1997): 917-931.
The author maintains that resistance to organizational change can best be met by helping those individuals in favor of change, the change advocates, to analyze the institutionalized resistance in order to respond effectively and strategically.

3.Albrecht, Karl. The northbound train: finding the purpose, setting the direction, shaping the destiny of your organization. New York: American Management Association, 1994. 213 pp. (Shleved at HD58.9.A447 1994).
1/98 version: This book is about vision, meaning, and strategy, as well as the leadership that's essential in building a culture that can transform those powerful ideas into reality.

4.Amabile, Teresa M., Regina Conti, Heather Coon, Jeffrey Lazenby and Miachel Herron. Assessing the work environment for creativity. Academy of Management Journal 39, no.5 (October 1996): 1154+.
The authors' focus is on the influence of the social environment on individual creative behavior as an alternative to the more traditional approach of concentrating on the personal characteristics of the individual. Defining creativity as the production of novel and useful ideas, the authors describe the instrument used, "KEYS: Assessing the Climate for Creativity". KEYS, designed to assess agents acting as stimulants and obstacles to creativity in an organization, found that successful innovation depends on many factors and can be stoked by ideas received from outside the environment, including technology transfer.

5.Andrews, Dorine C. and Susan Stalick. Business reengineering: the survival guide. Englewood Cliffs, NJ: Yourdon Press, 1994. xvi, 302 pp.
A practical guide for professionals charged with making radical changes, this publication outlines a systemic, interdisciplinary approach to address all facets of organizational change.

6.Argyris, Christopher. Overcoming organizational defenses: facilitating organizational learning. Boston: Allyn & Bacon, 1990. 169 pp.
Organizations are urged to consider human behavior so that changes can be made with a minimum of defensiveness and resistance.

7.Argyris, Christopher. Overcoming organizational defenses (total quality management). Journal for Quality and Participation 15, no.2 (March 1992): 26+.
Implementing total quality programs should be done with care in order to avoid resistance. Defensive routines and reasoning may result unless management is aware of how human behavior is influenced by change techniques.

8.Ashkenas, Ron. The boundaryless organization: breaking the chains of organizational structure. San Francisco: Jossey-Bass, 1995. xxxii, 364 pp.
Traditional management deals with the following boundaries of organizations: vertical hierarchical levels of staff; horizontal functional areas; external outreach relations; and geographic realities. To adopt a concept of boundarylessness necessary to cope with the ever-increasing rates of change, managers, in recognizing the need to go beyond traditional boundaries, need to shift paradigms in order to make the necessary adjustments in organizational structure and processes to meet the demands of a fast-moving world. The author provides tools to measure the strength of current boundaries and identifies means of eliminating the boundaries.

9.Bearman, David. Impact of information format on management & policy. In Gateways to comprehensive state information policy. edited by James A. Nelson , 23-26. Lexington, KY: Council of State Governments, 1990.
This is a discussion of the integration of information resources in support of organizational goals at different levels.

10.Bell, Chauncey. Re-membering the future: organizational change: what is it, and what does mean for records professionals? (Keynote address, Annual Meeting, NAGARA, July 17, 1997; 28-page address available at http://www.rbarry.com/nagara1.html).
Bell challenges the archival community, traditionally oriented to the past, to re-invent their discipline in order to account for the historical role the archival world plays by participating in the making of history.

11.Bellardo, Lewis J. Changing organizations: NARA as a case study in changing organizations: two archives transformation case studies. Washington: National Archives and Records Administration, 1997. 5 pp. (Presentation, NAGARA, Sacramento, California, July 17, 1997; BPR214; also accessible at http://www.nara.gov/nara/vision/lbnagara.html).
Deputy Archivist Bellardo's presentation on NARA's process of organizational change emphasizes the role of strong leadership and the importance of communication, including immediately-inclusive communication of the agency's vision, mission, and values statements through the use of videotapes played simultaneously at all NARA facilities, as well as the provision of feedback through an e-mail address. Implementation of any organizational changes have made use of information gathering sessions, the Staff Bulletin newsletter, and an internal web site to communicate throughout the agency. Bellardo closed his presentation with the comment that at NARA, "We're not just changing to solve problems; we're changing to create possibilities...".

12.Bernardez, Mariano L. Start small, change big. Management Review (June 1997): 21+.
Three tactics are suggested to facilitate organizational change: key guerilla warfare, waterfall effect tactic, afterburner follow-up tactic.

13.Birrell, Andrew. Changing organizations: two archives transformation case studies: the National Archives of Canada. (Draft unpublished, 10-page paper prepared for NAGARA Conference, Sacramento, California, July 16-19, 1997, available at http://www.rbarry.com/nagara6.html).
Author Birrell emphasizes that certain elements must be present for successful cultural change. These elements are 1) organizations change only when people change, 2) the desire for change must exceed the drag of resistance; 3) it must be led at the most senior levels of management; 4) it must be understood and supported at all levels of the organization and 5) it requires perseverance, a clear set of goals, and a long-term perspective.

14.Bradford, David L. and Allan R. Cohen. Managing for excellence: the leadership guide to developing high performance in contemporary organizations. New York: John Wiley, 1997. (Shelved at HD31.B722 1997).
Leadership is crucial, but less to provide answers than to build the conditions under which subordinates can give their best. The authors offer three fundamental assumptions for developing individuals: most people can change, learn, grow; influence between boss and subordinate can be mutual; most managers can learn the necessary skills. Following a number of practical how-to chapters, Bradford and Cohen offer seven steps for building beyond adequacy to excellence.

15.Bridges, William. Managing transitions: making the most of change. Reading, MA: Addison-Wesley, 1991. 130 pp.
This book focusses on the human aspect of change, noting that it is people who carry out organizational change.

16.Bridges, William. Surviving corporate transitions: rational management in a world of mergers, layoffs, start-ups, takeovers, divestitures, deregulation, and new technology. New York: Doubleday, 1988. xii, 227 pp. (Shelved at HD31.B68 198.
The author maintains that leaders of transition-worthy organizations must meet the challenge of change with a new outlook and are going to have to build that outlook into a new set of cultural norms within the organization. Change, according to Bridges, challenges the skills and understanding of everyone in the workforce and must be viewed as the rule, not the exception, calling for learning organizations which are capable of flexibility and creativity.

17.Bruner, Marilyn. Adopting an organizational culture of continual change. CMA: Management Accounting Magazine 70, no.7 (September 1996): 6+.
Organizations must have leaders adept in facing constant and rapid changes at all levels if they are to provide solutions for problems that change creates.

18.Brynjolfsson, Erik, Amy Austin Renshaw and Marshall Van Alstyne. The matrix of change. Sloan Management Review 38, no.2 (Winter 1997): 37+.(Abstract and reprint order link at http://web.mit.edu/smr-online/past/winter97/index.html).
It is important to recognize the complex interrelationships among technology, practice, and strategy when considering business process reengineering projects so that managers can coordinate change in processes. The matrix of change gives management the opportunity to make improvements as part of an integrated system.

19.Buchanan, David A. The limitations and opportunities of business process reengineering in a politicized organizational climate. Human Relations 50, no.1 (January 1997): 51+.
Business process reengineering approaches create problems of organizational change and process management.

20.Building an organizational culture to help create and sustain a focus on results remains a work in progress. In The Government Performance and Results Act: 1997 governmentwide implementation will be uneven. , 76-89. Washington: General Accounting Office, 1997. (Shelved at JK468.P75U54 1997g).
Changing organizational culture in the federal government in order to create and sustain a results-orientation is ongoing.

21.Business & Economic Review (University of South Carolina) 42-, no.1- (July-September 1996-) (An index of articles from January 1986 to July 1997 as well as full-text online issues from July-September 1996 forward may be accessed at http://research.badm.sc.edu/research/bereview/contents.htm).
The purpose of the Business & Economic Review is to inform the business professional of new and existing trends and techniques to improve the management of business organizations

22.Cairncross, Frances. The death of distance: how the communications revolution will change our lives. Cambridge: Harvard Business School Press, 1997. 320 pp.
Cairncross, a journalist, writes about the cataclysmic changes sweeping through communicatins and how those changes will shape the future.

23.Campbell, Andrew and Marcus Alexander. What's wrong with strategy? Insights about value creation rarely emerge from planning processes. Harvard Business Review 75, no.6 (November-December 1997): 42+.
In this study of the way that strategy is developed, the authors first note that directionless strategies result when strategists fail to distinguish between purpose (what an organization exists to do) and constraints (what an organization must do in order to survive). Secondly, they assert that it is unclear which should come first: objectives or strategies to achieve the objectives? Finally, according to Campbell and Alexander, the basic ingredient of a good strategy - insight into how to create value - rarely results from planning sessions. The answer to developing good strategy is to understand the benefit of having a well-articulated, stable purpose and the importance of discovering and exploiting insights about how to create more value as an organization.

24.Carlin, John W. NARA in a changing world. Washington: National Archives and Records Administration, 1997. (Plenary Address, NAGARA, Sacramento, California, July 18, 1997; BPR215; also accessible at http://www.nara.gov/nara/vision/jcnagara.html).
In his July 1997 Plenary Address to NAGARA, Archivist John W. Carlin discussed the problems of handling the tremendous amount of paper and computer-generated records NARA receives on a regular basis, noting that the current shrinkage of government only adds to the volume of records received. Carlin states that only major operating changes can save NARA. The agency must work collaboratively with state, local, and intergovernmental organizations groups to meet our nation's documentary needs. The National Archives and Records Administration must continue to make efforts to improve electronic public access to its records with the goal of creating a virtual card catalog of all NARA holdings nationwide.

25.Chakravarthy, Bala. A new strategy framework for coping with turbulence. Sloan Management Review 38, no.2 (Winter 1997): 69+. (Abstract and reprint order link at http://web.mit.edu/smr-online/past/winter97/index.html).
Organizations operate in dynamic and complex environments due to technological advances and global marketplaces. Technology makes it possible for more organizations to exploit new opportunities. The author offers the following framework for formulating competitive strategy: rethink strategies as needed; share responsibilities for strategies broadly within the firm with every employee sharing the vision; and focus on organizational core competencies in order to strengthen them and integrate the organization's capabilities.

26.Chakravarthy, Bala and Peter Lorange. Managing the strategy process: a framework for a multibusiness firm. Englewood Cliffs, NJ: Prentice Hall, 1992. 474 pp. (Abstract and order link at http://web.mit.edu/smr-online/past/winter97/index.html>.
The focus of this book is on the process through which strategies are formed and implemented to determine if the process can be managed better. The authors discuss how top management can use the strategy process to minimize the problems of information asymmetry and goal incongruence.

27.Clark, Charles E., Nancy C. Cavanaugh, Carol V. Brown and V. Sambamuthry. Building a change-ready IS organization at Bell Atlantic. 1996. (BPR205).
In anticipation of the industry paradigm shift brought about by landmark 1996 federal legislation deregulating the telecommuniciations industry, Bell Atlantic had initiated changes to meet the challenge of moving employees from an entitlement mindset to an entrepreneurial workforce primed for change. IS objectives were: 1) to delight customers by delivering high quality products and services fully responsive to customers' needs; 2) to establish a leadership information technology talent base to meet the systems requirements of a dynamic business environment while absorbing and leveraging a constant influx of new technologies; and 3) to achieve low-cost performance in delivering new solutions to customers via software reuse practices. To meet these objectives and launch a cultural change, a Centers of Excellence approach was adopted. In order to create a change-ready organization design, it was decided to create bite-size development projects, delivered on-time with high quality, and to make sure the staff continuously learns. This publication was the winner of the Society for Information Management's 1996 International Paper Award.

28.Conner, Daryl R. Managing at the speed of change: how resilient managers succeed and prosper where others fail. New York: Villard Books, 1993. xxi, 282 pp. (Shelved at HD58.8.C652 1993).
Organizations have tried to change too much too fast. Employees have become disillusioned with the concept of reorganization and the work place has become chaotic. The author, believing that today's managers need to increase resilience, which is the ability to be flexible and strong in a chaotic situation, offers suggestions on learning to be more resilient to change.

29.Crandall, Rick. A linchpin model of change. Executive Edge Newsletter 28, no.7 (July 1997): 11+.
This article suggests means of implementing change in organizations.

30.Cripe, Edward J. Use graphic metaphors to communicate organizational change. Communication World 14, no.1 (December 1996): 34+.
This article calls for the communication of organizational change to employees with the help of graphic metaphors so that the employees can form mental pictures of what is happening. Visual mental models allow organizational members to form a common vision for the organization and find a common ground for planning and dialog.

31.Davenport, Thomas H., Sirkka L. Jarvenpaa and Michael C. Beers. Improving knowledge work processes. Sloan Management Review 37, no.4 (Summer 1996): 53-65.
Authors suggest that organizations choose reengineering approaches which reflect the type of knowledge work, the organizational culture, and the project's business requirements. In their definition, the primary activity of knowledge work is the acquisition, creation, packaging, and application of knowledge. Characterized by variety and exception rather than routine, knowledge work is performed by professionals or technicians with top skills and expertise. Organizational management must be aware that although it is wise to view knowledge work from a process perspective, there are significant differences in that those who deal with knowledge work tend to resist structured approaches more than those who handle administrative and/or operational work. Knowlege work tends to be "untidy". Twenty years ago, Drucker noted that "To make knowledge work productive will be the great management task of this century, just as to make manual work productive was the great management task of the last century"; today, according to the authors of this essay, an organization's core competencies must focus on managing knowledge and knowledge workers now and in the future. A viable approach to improving knowledge work is needed; the authors suggest ceding day-to-day task control to the professional worker while maintaining control and direction over strategic issues.

32.Demers, Russ. Commitment to change. Training & Development 50, no.8 (August 1996): 22-26.
This article examines a self-directed change-management toolkit called "Exercises for Managing Change", addressing the external culture and internal human sides of change, which has been created by Corning, Inc.

33.Donlon, J. P. The virtual organization. Chief Executive no. 125(July 1997): 58+.
Virtual organizations focus on their core competencies and strive to develop partnerships or outsource non-core activities. This article reports on a CEO roundtable discussion on virtual organizations.

34.Drucker, Peter F. Managing in a time of great change. New York: Truman Talley Books/Dutton, 1995. xi, 371 pp.
The theme of this book is the amount of change that has already occured in today's world and the change that is coming. The new Network Society is based on knowledge and decentralization: when specialized knowledge is integrated into a task, the result is productive knowledge; the more decentralized the structure, the quicker the result occurs.

35.Ettlie, John E. and Ernesto M. Reza. Organizational integration and process innovation. Academy of Management Journal 35, no.4 (October 1992): 795+.
The authors suggest that process innovation should be considered an opportunity to significantly restructure the organization. This innovation need not be restricted to the technological core of an organization. New integrating mechanisms should be tracked to make sure that initiatives are being orchestrated for top results.

36.Evaluating information technology investments: a practical guide. Washington: Office of Management and Budget, 1995. 15 pp. (Shelved at PrEx 2.6/2:Ev 1).
This guide presents the three-phased investment process for information technology: selection, control, evaluation. The selection phase compares IT project investments against a standard set of criteria, emphasizing mission performance. The control phase involves continuous review of new and ongoing projects, including operational systems. The evaluation phase involves assessment of completed projects, determination of whether to continue or replace the system and feeding lessons learned back into the selection and control processes. The report outlines the actions in each step and also discusses the critical success elements of an IT investment process: senior management attention, overall mission focus, and comprehensive approach to IT investment.

37.Executive guide: improving mission performance through strategic information management and technology: learning from leading organizations. GAO\AIMD-94-115. Washington: General Accounting Office, 1996. 48 pp. (Shelved at JK468.A8U54 1994; companion to later GAO document entitled Executive guide: effectively implementing the Government Performance and Results Act).
Noted as the best practice model for developing performance measures, this study focuses on the concept of strategic information management. Making government more effective and efficient is a national issue which calls for learning more about modern management practices. This report focusses on what agencies can do now to improve performance by using new approaches to managing information and related technologies. It summarizes 11 fundamental practices leading to performance improvements in leading private and public organizations. The report also includes a template of three steps for information management: decide to change, direct change, and support change.

38.Fernberg, Patricia M. The changing workplace: finding hope amid chaos. Managing Office Technology 40, no.5 (May 1995): 14+.
Constant change in the workplace requires adaptivity and flexibility. Management must be able to adopt new processes and discard outdated techniques. Tools and resources must be made available to enable the operator to participate in the change process.

39.Finnie, Bill and Marilyn Norris. On leading change: a conversation with John P. Kotter. Strategy & Leadership 25, no.1 (January-February 1997): 18+.
Harvard Professor Kotter attributes the change in business thinking from managing change to leading change to the rapid evolution of the business world. It is now necessary to make big and bold changes that require leadership. Kotter has outlined an eight-step action plan for change leadership in his book, "Leading Change". In this book, Kotter recommends establishing a sense of urgency within the organization, creating a guiding coalition, developing a vision and strategy, and communicating this vision to the whole organization.

40.Fisher, Jim. Improving human performance in a process management environment. CMA: Management Accounting Magazine 71, no.5 (June 1997): 21+.
Process management projects can fail for human-performance reasons rather than problems related to the process management tasks. Failure to integrate the many human variables can result in poor performance.

41.Flores, Ferando. Offering new principles for a shifting business world. Belmont, CA: Business Design Associates, 1991.
This book focusses on business processes in terms of coordination, not work flows. The author proposes the view that the fundamentals of human life are the coordination of processes through language. This process coordination underlies the principles of transaction-cost economics which addresses the issues of which processes should be handled internally (coordination costs) and which should be outsourced (transaction costs). Flores suggests that coordination and transaction costs are the basis of organizational operation.

42.Gilmore, Thomas N., Gregory P. Shea and Michael Useem. Side effects of corporate cultural transformations. Journal of Applied Behavioral Sciences 33, no.2 (June 1997): 174+.
The authors identify four results that can be expected when management undertakes cultural change: ambivalent authority; polarized images; disappointment and blame; and behavioral inversion. Cultural transformations have fewer side effects when management openly addresses these results during the change process

43.Goodman, Michael, Richard Karash, Colleen Lannon, Kellie Wardman O'Reilly and Don Seville. Designing a systems thinking intervention: a strategy for leveraging change. Cambridge, MA: Pegasus Communications, 1997. 16 pp. (Shelved at TS176.D47 1997).
The authors report on how one organization handles aproblem by identifying a core issue, structuring the problem, and designing solution activities as part of the evolving, iterative process of refinement, observation and further refinement.

44.Grove, Andrew S. Only the paranoid survive: how to exploit the crisis points that challenge every company and career. New York: Currency-Doubleday, 1996. (Shelved at HD58.8.G765 1996).
Based on the author's years in management roles at Intel, this book presents sound ideas on managing change. Grove suggests that close attention be paid to the time in organizational life when its fundamentals are about to change: a change that can mean great opportunity or a change that can signal the end. He calls these change periods "strategic inflection points", and notes that they call for full-scale change. Grove warns that unattended strategic inflection points can be deadly and that they can affect careers, as well as organizations. He goes on to demonstrate that in both cases, the greatest danger is in standing still: there needs to be commitment to a course accompanied by watchful concern to maintain a constant pace designed to not waste momentum and/or valuable resources.

45.Grover, Varun and William J. Kettinger. Business process change: reengineering concepts, methods and technologies. Harrisburg, PA: Idea Group Publishing, 1995. xii, 687 pp. (Shelved at HD58.8.G77 1995).
This book, a compilation of perspectives and treatments on almost every conceivable facet of reengineering, is intended to serve as a body of knowledge on which future work in the area of business process improvement can be grounded. Part I is an overview examining the concept of process change, its enablers, the importance of information management, and some theoretical foundations. Part II, Information Technology, evaluates the centrality of information technology in process change. Part III, Methods, provides a generic methodology and a powerful set of tools and techniques for modeling and evaluating process change. Part IV, Implementation, deals with organizational problems in conducting process change. Part V, the Information Systems Function, examines the role of IS professionals in process change.

46.Grover, Varun and William J. Kettinger. The impacts of business process on organizational performance. Journal of Management Information Systems 14, no.1 (1997): 9-12.
This introduction to a special feature on business process change (BPC) and its impact on organizational performance notes that the articles examine 1) the transformation of physical processes to virtual processes; 2) the reinvention of organizational control describing the four states of evolution of controls systems ranging from automated control to humanistic control with a suggestion for a risk-management approach to the assessment of control systems; 3) the efficacy of empowerment and teams showing the extent autonomous teamwork in organizations with high capacities for learning and a high level of cultural readiness results in greater improvements in process outcomes; 4) the balance or fit of change in order to outperform organizations changed in an unbalanced way; and 5) the facilitators of and inhibitors to major change initiatives. The guest editors conclude that successful change requires "considerations of virtualization of physical processes, careful redesign of organizational control to manage the changed contest, creation of learning-friendly environments, a balance between aspirations and the conduct of change, and recognition that change is complex, interdependent, and should not be promoted by a group with parochial interests".

47.Grover, Varun, James T. C. Teng and Kirk D. Fiedler. Technological and organizational enablers of business process reengineering. In Business process change: reengineering concepts, methods and technologies. edited by Varun Grover and William J. Kettinger , 16-33. Harrisburg, PA: Idea Group Publishing, 1995. (Shelved at HD58.8.G77 1995).
Many organizations are undergoing major changes in structure and management practice in order to be viable in today's competitive environment. This chapter develops a framework for process change showing how functional activities may be fundamentally reconfigured through the reduction of physical coupling and the enhancement of information coupling (Version of article abstract).

48.Guha, Subo, Varun Grover, William J. Kettinger and James T. C. Teng. Business process change and organizational performance: exploring an antecedent model. Journal of Management Information Systems 14, no.1 (1997): 119-154.
This report discusses a model which proposes facilitating antecendents to successful business process change. Case studies showed that the least successful projects were low in cultural readiness and change management.

49.Gulledge, Thomas R., David H. Hill and Edgar H. Sibley. Public sector reengineering: applying lessons learned in the private sector to the U.S. Department of Defense. In Business process change: reengineering concepts, methods and technologies. edited by Varun Grover and William J. Kettinger , 526-555. Harrisburg, PA: Idea Group Publishing, 1995. (Shelved at HD58.8.G77 1995).
This chapter describes a DoD study to identify private sector success factors applicable to public sector reengineering efforts. Although the authors believe that technology is changing organizational structures and management practices in public sector organizations, the size of many public sector organizations and diffuse management control make implementation difficult. It is pointed out that the elimination of employees as a consequence of functional process improvement can be seen to diminish a manager's status, i.e., those who increase efficiency the most are the ones who are likely to lose personnel slots. From an efficiency point of view, the ultimate objective of every manager should be to eliminate non-value-added activities, but if personnel reduction is threatening, how can people be motivated to downsize efficiently? Recommendations made for addressing implementation problems include the felt need for top management commitment and close involvement. The authors suggest that several key processes should be selected for change; only when success is demonstrated should additional processes be selected for innovation (version of article abstract).

50.Hagel, John and Arthur G. Armstrong. Net gain: expanding markets through virtual communiteis. Boston: Harvard Business School Press, 1997. 235 pp.
The authors present the challenge of change facing management as they seek to turn traditional organizations into virtual communities. Managers need to adopt a new and different mental model and rethink where value can best be created.
51. Hall, Lucy. Mastering change can be accomplished. Business Journal Serving Phoenix & the Valley of the Sun 17, no.28 (May 9, 1997): 35+.
Hall offers management techniques for helping employees cope with organizational change by developing new problem-solving skills. She also emphasizes the fact that managers must become leaders of change and suggests that a variety of recognition programs be used during the time of change.

52.Hambrick, Donald C., David A. Nadler and Michael L. Tushman. Navigating change: how the CEOs, top teams and Boards steer transformation. Cambridge: Harvard Business School Press, 1997. 432 pp.
According to the publishers, this book brings together the latest insights and ideas on senior leadership from the world's foremost business thinkers and practitioners. Successful organizational transformation requires vigilance, appetite for change, concerted effort, and clarity of purpose from the CEO, the top management team, and the Board of Directors. This collection examines all three parties and their roles in designing and navigating effective change.

53.Hammer, Michael and James Champy. Reengineering the corporation: a manifesto for business revolution. New York: HarperCollins, 1993. 223 pp. (Shelved at HD58.8.H356 1993).
According to Hammer and Champy, it is time for American corporations to abandon traditional managerial and performance practices. The authors believe that corporations must begin a radical reinvention of how they do business. Business reengineering is about starting over, not about fixing existing structures. The authors believe that new business processes need to be implemented in order to produce results that have value. The book contains examples and case studies.

54.Handy, Charles. Beyond certainty. Cambridge, MA: Harvard Business School Press, 1996. vii, 221 pp.
This collection of "Handy" essays and articles created over a five-year period serves as a synopsis of the business theorist's thoughts. Handy, a leading management thinker in Great Britain today, believes that federalism will be the organizational structure of the future and that individuals will have a portfolio of jobs rather than a single career in the future.

55.Hawkins, Peter. Organizational culture: sailing between evangelism and complexity. Human Relations 50, no.4 (April 1997): 417+.
This article traces the rise of a new school of thought regarding organizational culture and organizational change.

56.Heifetz, Ronald A. Leadership without easy answers. Cambridge, MA: Belknap Press of the Harvard University Press, 1996. 348 pp.
According to Heifetz, leadership requires knowing the social system well enough to predict how stressful the challenge facing it will be and how capably the system will absorb the stress. In addition, the leader must have the critical capacity to manage oneself in order to lead others to adapt. Leaders are those who take responsibility for the "holding environment" of the organization: to do so requires that the leader maintains his or her own perspective by alternating between participating and observing; distinguishing self from role; externalizing the conflict; using partners; listening, using oneself as data; finding a sanctuary; and preserving a sense of purpose.

57.High-risk series: an overview. GAO\HR-97-1. Washington: General Accounting Office, 1997. 104 pp. (Shelved at JK404.A35 no.97-1 Also available at http://www.gao.gov/AIndexFY97/abstracts/hr97001.htm).
Continued annual oversight by appropriate Congressional committees is important if agencies are to effectively implement laws and achieve goals.

58.Hopfl, Heather, Sheila Smith and Sharon Spencer. Values and valuations: the conflicts between culture change and job cuts. Personnel Review 21, no.1 (January 1992): 24+.
Companies undergoing organizational change must be very careful about changing organizational culture and restructuring values.

59.Horne, John F. What is this "productivity" thing, anyway? Business Forum 21, no.3 & 4 (Summer-Fall 1996): 2-4. (Shelved at BPR191).
Organization development expert John Horne argues that many firms have taken a short-sighted approach in trying to improve productivity by implementing a downsizing process without balancing other crucial considerations. His holistic approach embraces both structural productivity and operational productivity. To achieve the latter, organizations must pay attention to morale, training, and culture change.

60.Huizing, Ard, Esther Koster and Wim Bouman. Balance in business reengineering: an empirical study of fit and performance. Journal of Management Information Systems 14, no.1 (1997): 93-118.
This study addresses the complex relationship between fit and performance in business reengineering. In the process of achieving fit, organizational goals are compared to current performance and revealed gaps are closed by changed management measures. Achieving fit implies that reengineering measures are properly attuned to objectives. The authors discuss the relationships between goals and measures with which organizations hope to achieve the improvements needed.
61. Index to PPM resource lists. revised ed. Washington: NASA Headquarters, 1994. 2 pp. (NASA's Program/Project Management Resource Lists are accessible at http://www.hq.nasa.gov/office/hqlibrary/ppm/ppmbib.htm).
These Program/Project Management Resource Lists are bibliographies created to introduce the NASA project management community to current management topics.

62.Kadaba, Sridha G., Walter H. Mengden and Mike McGrath. Creating value through improving performance measurement in financial services. Journal of Strategic Performance Measurement 1, no.2 (April-May 1997): 43-48.
Performance measurement information offers a distinct advantage to management. Performance measurement processes should be flexible and timely and provide information critical to support decisions. Adapting to change, measuring performance effectively, and putting information to good use will help organizations succeed.

63.Kanter, Rosabeth Moss. Transcending business boundaries: how 12,000 world managers view change. Harvard Business Review (May-June 1991): 151.
This survey found that change is everywhere in the world -- in companies, organizations, and cultures.

64.Keen, Peter G. W. The process edge: creating value where it counts. Boston: Harvard Business School, 1997. xvii, 185 pp.
Using the economic model he developed, Keen shows the manager-reader how to prioritize processes. The reader can determine the real cost and value of process improvement using tools provided for applying the model. Only those processes important to the organization need to be improved.

65.Klempa, Mathew J. Understanding business process reengineering: a sociocognitive contingency model. In Business process change: reengineering concepts, methods and technologies. edited by Varun Grover and William J. Kettinger , 78-122. Harrisburg, PA: Idea Group Publishing, 1995. (Shelved at HD58.8.G77 1995).
This chapter positions BPR innovation as a multiplicative interaction among three innovation metaforces: organization culture, organization learning, and knowledge sharing. The author discusses managerial application of the model, including organization culture, organization learning, and knowledge sharing interventions. The framework suggest research modalities for onsite research.

66.Kolodny, Harvey, Michel Liu, Bengt Stymne and Helene Denis. New technology and the emerging organizational paradigm. Human Relations 49, no.12 (December 1996): 1457+.
The authors discuss organization design in the context of new technology moving toward a new work paradigm with new organizational design patterns resulting from the change.

67.Koster, Esther, Wim Bouman and Ard Huizing. The profitability of balanced change: an empirical study on business reengineering in the Netherlands. Amsterdam, The Netherlands: University of Amsterdam, 1996. (Paper written for the Cranfield Academic Conference on BPR, February 21, 1996.
This paper raises an important research question: Are organizations that manage radical change in a balanced way more successful than those that do not? Managing change processes in a balanced way is perceived to be essential for success, particulary when aiming for substantial performance improvements in the marketplace. The profitability of reengineering initiatives is assumed to be dependent on the degree to which the distinquished design and implementation dimensions of the change process fit together harmoniously. Unfortunately, most organizations failed to meet these conditions. Only a minority of the examined organizations actually changed in a balanced way, resulting in a higher success rate. The major concepts and findings of the research study based on a survey of Dutch organizations are discussed in detail (article abstract version).

68.Kotter, John P. Leading change: why transformation efforts fail. Harvard Business Review 73, no.2 (March-April 1995): 59-67.
Successful organizational change is a result of cooperative interpersonal and group behavior.

69.Kotter, John P. Leading change. Cambridge: Harvard Business School, 1996. 224 pp. (Book, developed from the author's article, "Leading change: why transformation efforts fail", which appeared in the March-April 1995 Harvard Business Review, is shelved at HD58.8.K65 1996).
The author lists eight mistakes of managing change, giving examples from his experience. He then presents an eight-stage process of change with highly useful examples of how to implement the change. The change framework acts as a roadmap for the organization and encourages talk about transformation and change strategies. This is a hands-on, practical book with an emphasis on the engine that drives change - leadership - and on showing how a purely managerial mindset invevitably fails.

70.Kuhn, Jerry A. and Tena Carson Figgins. You need a strategic plan to win. Journal for quality and participation 17, no.4 (July-August 1994): 44-48.
This article is on designing and implementing organizational change. If the organization described here sounds like yours, the strategic planning process experience may help you in designing and implementing your own planned organizational change.

71.Larkin, T. J. Reaching and changing frontline employees. Harvard Business Review 74, no.3 (May-June 1996): 95+.
The authors argue that when you need to communicate a major change, it is wise to stop communicating values; communicate face-to-face, and spend your time, effort, and money on frontline supervisors. Frontline employees want to receive information from their immediate supervisors, not from videos. Supervisor-employee communication counts the most toward changed behavior at the front line.

72.Lewis, Laurie K. Users' individual communicative response to intraorganizationally implemented innovations. Management Communication Quarterly 10, no.4 (May 1997): 455+.
This article addresses the results of an empirical study of users' reactions to intraorganizational-implemented innovations and other planned changes.

73.Magrath, Allan J. The 6 imperatives of marketing: lessons from the world's best companies. New York: American Management Association, 1992. 196 pp. (Shelved at HF5415.122.M34 1992).
1/98 version: The author identifies six make-or-break issues that organizations must understand and conquer if they want to achieve market leadership.

74.Majchrzak, Ann and Qianwei Wang. Breaking the functional mind-set in process organizations. Harvard Business Review 74(September-October 1996): 93-99. (BPR192).
Employees do not change the way they operate simply because they have been reorganized. Managers sometimes have the misconception that by organizing employees into teams, the employees will function differently. This article, containing a case study of various organizations, shows that only those manufacturers fostering a sense of employee responsibility actually achieved the goals of reengineering.

75.Marchand, Donald and Michael J. Stanford. Business process redesign: a framework for harmonizing people, information and technology. In Business process change: reengineering concepts, methods and technologies. edited by Varun Grover and William J. Kettinger , 34-56. Harrisburg, PA: Idea Group Publishing, 1995. (Shelved at HD58.8.G77 1995).
This chapter evaluates the role of information management as a key dimension in BPR, addressing issues in information management in the context of a transformational framework linked to organizational configuration, organizational culture, and processes. Nine information management principles central to successful reengineering efforts are highlighted and described.

76.Maurer, Rick. Options in work force planning. Supervision 58, no.5 (May 1997): 17+.
Identifying skills needed if organizations are to change rapidly to meet goals, the author encourages cross training of staff, and other means of developing new staffing plans in line with organizational changes. Attrition, alternate placement and reduced hours are other issues that are addressed.

77.McGourty, Jack, Lemuel A. Tarshis and Peter Dominick. Managing innovation: lessons from world class organizations. International Journal of Technology Management 11, no.3-4 (March 1996): 354+.
An innovation model that provides a framework for guiding R&D within organizations is provided. Four critical dimensions are emphasized: inquisitive, advocative, collaborative and goal-directed dimensions.

78.McKenna, Regis. Real time: preparing for the age of the never satisfied customer. Boston: Harvard Business School Press, 1997. 224 pp. (Shelved at HF5548.M365 1997).
The idea of eliminating hierarchical organizations and long-term planning and developing "real time" management emphasizing results and customer needs is discussed in this article. Networking makes it possible for organizations to be distributed and connected at the same time -- to live in a boundaryless world.

79.McMaster, Michael D. The intelligence advantage: organizing for complexity. Boston: Butterworth-Heinemann, 1996. xxiii, 245 pp. (Shelved at HD31.M3856 1996).
In exploring the possibilities of human organization, the author aims to provide access to a way of thinking and questioning that is capable of transforming organizations to meet the demands of the Information Era. If we intend to create a complex intelligent system through organizational change, then each instance of a blockage or breakdown is an opportunity to discover the natures of the old structures and an occasion for creativity in designing new structures.

80.McMaster, Michael D. Organizational theory. In The intelligence advantage: organizing for complexity. , 43-105. Boston: Butterworth-Heinemann, 1996. (Shelved at HD31.M3856 1996).
In this section, the basis for a new theory of organization based on complexity is developed. The theory calls for freedom designed with an understanding of complex intelligent systems and their self-organizing nature. The process of breaking free begins with a leadership able to understand the grip of the past, as well as grasp the nature of possiblity, and willing to lead by example.

81.McNamara, Carlton P. Organizational excellence. Business & Economic Review (University of South Carolina) 43, no.4 (July-September 1997): 19+.
(Shelved at BPR216; accessible online at http://research.badm.sc.edu/research/bereview/be43_4/mcnamara.htm).
This article asserts that, in order to be successful, organizations must establish a flexible but clear strategic direction with a team-based organizational concept and supporting processes and systems in place. They must also show a relentless commitment to the intangibles of leadership style, human resource planning, company values. According to the author, the bottom line is that organizational excellence demands a new leadership style. As a result of that leadership, the most successful organizations create a special culture with a unique blend of values, beliefs, tools, and language. This article offers a lot of good information illustrated with quotes from business leaders; one from John F. Welch, CEO of GE, calls for an organization with the "type of liberated, involved, excited, boundary-less culture that is present in successful start-up enterprises". Isn't that where we would all like to work?

82.Mescon, Michael H. and Timothy S. Mescon. Opportunities abound with constant change. Atlanta Business Chronicle 20, no.9 (August 1, 1997): 7+.
The article's suggestions on how to deal with organizational change include advice on the importance of setting both long-term and short-term goals and the need to be flexible and adapt to constant change in an organizations

83.Mihm, J. Christopher. GPRA and the new dialogue. Public Manager 24, no.4 (Winter 1995-1996): 15-18.
The author notes the positive benefits accruing to organizations that focus on outcomes as required by GPRA. Clarity of mission, achievement of outcomes, and systematic use of performance information improve organizational effectiveness necessary for survival.

84.Miles, Raymond, Charles C. Snow, John A. Mathews, Grant Miles and Henry J. Coleman. Organizing in the knowledge age: anticipating the cellular form. Academy of Management Executive 11, no.4 (November 1997): 7+. (BRP232; also available online through Proquest).
1/98 version: The focus of the US economy has shifted first to information-intensive industries such as financial services and logistics, and now toward innovation-driven industries, such as computer software and biotechnology, where competitive advantage lies mostly in the innovative use of human resources. This was a move from the era of standardization to customization, and the new organizational form found most helpful has been the network organization which can respond rapidly to demands for new products and services. The coming century is predicted, by the authors, to be the era of innovation. The new organizational form will rely on clusters of self-organizing components collaboratively investing the organization's know-how in product and service innovations for markets they have helped to create and develop. Such organizations can best be described as cellular, suggesting a living, adaptive organization, able to respond rapidly to new demands.

85.Mintzberg, Henry and James Brian Quinn. The strategy process: concepts, context and cases. Upper Saddle River, NJ: Prentice Hall, 1996. 990 pp.
This collection of readings includes some exciting new concepts: core competency strategies, strategic outsourcing, managing with new digital technologies; managing hypercompetition; addressing global dimensions of today's major strategy issues; global competition, high technology concepts, new organizational forms, and the the cross functional aspects of strategic management.

86.Morecroft, John D. W. and John D. Sterman. Modeling for learning organizations. Portland, OR: Productivity Press, 1994. 400 pp. (Shelved at HD30.4.M626 1994).
To improve effective functioning within complex systems, building models can be used to test how an organization works in order to test policies, discover thinking flaws, and understand sensitivities and leverage points. This collection of essays by leading system dynamicists demonstrates how modeling can support organizational learning.

87.Nadler, David A. Champions of change: how CEOs and their companies are mastering the skills of radical change. San Francisco: Jossey-Bass, 1997. 368 pp. (Shelved at HD30.29.N34 1990).
The author's basic teachings are now accepted by many organizations: the CEO must lead the change; the entire organization must be involved; and the organizational culture must be taken into account before any major change. The first part of the book is a solid summary of what it takes for successful organizational change, with a review of why change is so hard and the presentation of a five-step plan for managing the process. The rest of the book leads the reader into new thinking about organizational change.

88.Nevis, Edwin C., Anthony J. DiBella and Janet M. Gould. Understanding organizations as learning systems. Cambridge: MIT, [1997]. 15 pp. (BPR226; available online at http://learning.mit.edu:80/res/wp/learning_sys.html).
The authors provide a framework for examining an organization, based on its "learning orientations," a set of critical dimensions to organizational learning, and "facilitating factors," the processes that affect how easy or hard it is for learning to occur.

89.Newhouse, Bob. Customer feedback as a catalyst for change. Strategy & Leadership 25, no.3 (May-June 1997): 60+.
Organizations that effectively use feedback as a means of identifying and meeting customer needs tend to have senior management that accepts the power of customer feedback and a general culture of accountability

90.Organizational change. Washington: NASA, 1994. 5 pp. (BPR230; also accessible at http://www.hq.nasa.gov/office/hqlibrary/ppm/ppm11.html).
This five-page bibliography prepared by the NASA Headquarters Library contains titles dealing with planning and/or initiating organizational change.

91.Pascale, Richard, Mark Millemann and Linda Gioja. Changing the way we change. Harvard Business Review 75, no.6 (November-December 1997): 127-139.
The burden of change frequently falls on too few people. There is a need to enlist more people to contribute to organizational success if there is to be a fundamental change or transformation. The authors identify three interventions that will help organizations achieve the overall agilitynecessary for transformation.

92.Peters, Tom. Thriving on chaos: a handbook for a management resolution. New York: Knopf, 1987. xiv, 708 pp. (Shelved at HD70.U5P4).
Stressing his theme that management needs to innovate, the author emphasizes total quality management (TQM) principles as a means of dealing proactively with chaos. From TQM, Peters goes on to focus on the need to challenge conventional wisdom and to embrace change.

93.Pisano, Gary P. Knowledge, integration, and the locus of learning: an empirical analysis of process development. Cambridge, MA: Harvard Business School, 1994. 144 pp. (Accessible at http://www.hbs.harvard.edu/units/tom/working_papers/knowledge.html, this paper will be published in a forthcoming issue of Strategic Management Journal).
Although this essay is on process development in pharmaceuticals, it has much to offer other institutions on the broader issues of how organizations create, implement, and replicate new routines. The author differentiates between learning-before-doing (anticipating and proactively identifying potential problems and designing solutions to problems right at the beginning) and learning-by-doing (receiving feedback through actual experience and improving through constant iteration). The study's analysis indicates that the approach taken depends on the nature of the organization's knowledge environment. Deep knowledge increases the quality of learning-before-doing; learning-by-doing is more necessary when the organization lacks the underlying knowledge to predict problems/solutions. As organizations gain experience through learning-by-doing, their knowledge bases become deeper and they can become more proactive.

94.Porter, Michael E. Competitive strategy: techniques for analyzing industries and competitors. New York: Free Press, 1980. xx, 396 pp. (Shelved at HD41.P67 1980).
1/98 version: This book was written for managers seeking to improve the perforamnce of their organizations, including government officials seeking to understand competition in order to formulate public policy.

95.Pritchett, Price. Mindshift: the employee handbook for understanding the changing world of work. Dallas, TX: Pritchett & Associates, 1996. 60 pp. (Shelved at HD58.8.P75 1996b).
The author discusses the high-velocity change taking place today and suggests that employees become "knowledge workers" and embrace new knowledge by taking personal responsibility for continued learning, including the mastery of new technological skills, and the adoption of new tools. He concludes that successful employees will fill the following new work roles: they must become "world class adapters" in order to make it easier for their organizations to change; they must speed up everything they do by increasing their sense of immediacy, learning to let go of things and abandoning the nonessential; they must become innovators and think toward the "new and improved", always looking toward making their own products or services obsolete, and inventing the next generation upgrades; they must concentrate on building their own knowledge base, each employee must become a learner; and, finally, they must strive to keep their organization flexible and ready to shift with the world's changing conditions.

96.Pritchett, Price and Ron Pound. The employee handbook for organizational change. Dallas, TX: Pritchett & Associates, 1996. 40 pp. (Two editions shelved at HD58.8.P75 1990, 1996).
Managing change is everybody's job, according to this short, but helpful, employee handbook. Beginning with a quote from Pete Silas, Chairman of Phillips Petroleum, "We can't wait for the storm to blow over, we've got to learn to work in the rain", the handbook suggests ways to face problems, find opportunities, and invent the future.

97.Pritchett, Price and Ron Pound. High-velocity culture change: a handbook for managers. Dallas, TX: Pritchett & Associates, 1993. 44 pp. (BPR190; also shelved at HD58.7.P74 1993).
This handbook for managers suggests guidelines for achieving dramatic organizational culture shifts.

98.A process to implement organizational change. Greenbelt, Maryland: Goddard Space Flight Center, 1996. (This publication may be accessed at http://fdd.gsfc.nasa.gov/org_change/coverpage.html).
The purpose of this document is to describe a macro level process for implementing changes in an organization. The macro process was defined to accomodate both small, organizationally independent changes, as well as comprehensive, total organizational change. The high-level macro process includes the following lower-level processes: 1) assess new process for reasonableness, including a high-level preliminary review for completeness and a more formal, detailed review of the proposed changes before the `approval to proceed'; 2) develop organizational requirements and structure that meets the needs of the organization, people, and environment in order to accomodate the new process; 3) plan the transition addresses all of the organizational, resource and interface elements that must be included in the plan; 4) implement the transition plan; 5) establish metrics, including data collection, data analysis and means of providing corrective actions and feedback, to be used to evaluate the effectiveness of the new organization. The document includes a number of explanatory figures within the text as well as helpful appendices.

99.Reengineering for results: keys to success from government experience. Washington: National Academy of Public Administration, 1994. 128 pp. (Shelved at HD58.8.C38 1994).
This staff study provides the results of a detailed study of government business process reengineering (BPR) efforts and a guide on how to reengineer organizations successfully. The guide identifies six success factors and presents characteristics, questions, steps, and examples for each factor.

100.Sanchez, Paul. Agents for change. Communication World 14, no.3 (February 1997): 52+.
The author focusses on the role of communication leaders in managing organizational change. Communication has become increasingly important and there is a felt need for efficient, effective, two-way information flow within organizations. Sanchez emphasizes communicating to employees in such a way that they are educated about the values and culture of the organization.

101.Sastry, M. Anjali. Problems and paradoxes in a model of punctuated organizational change. Administrative Science Quarterly 42, no.2 (June 1997): 237-275.
In working with organizational change issues, Sastry proposed additions to the Tushman and Romanellis' theory of organizational change to account for punctuated organizational transformations. The original theory claimed that organizations undergo occasional dramatic revolutions or punctuations to overcome inertia and set a new course for the organization. This is an evolutionary process with organizations alternating between two modes of behavior. During stable periods, called convergence, change is restricted to incremental alterations. Dramatic shifts are infrequent reorientations or recreations. A simulation model formalizing the conventional theory demonstrates that organizations freqently falter following reorientation. Sastry's model proposes a routine for monitoring organization-environment consistency in addition to a heuristic suspending change for a trial period following a reorientation. The author claims that while external events may set the pace of some organizational changes, under turbulent conditions successful change requires internal pacing.

102.Savage, Charles M. Fifth generation management: co-creating through virutal enterprising, dynamic teaming, and knowledge. Revised ed. [Bedford, MA]: Digital Press, 1997. 341 pp.
Savage offers suggestions for helping management get out of the Industrial Era and into the Knowledge Era.

103.Schein, Edgar. Process Consultation: its role in organization development. Addison-Wesley Series on Organizational Development. Reading, MA: Addison-Wesley, 1969. 147 pp. (Shelved at HD69.C6.S2.
The author is interested in the consultation process before organizational development takes place. The consultation process is the method of deciding what the problems of the organization are and what the expected goals should be. This book discusses the actions before the organizational plan is put into action.

104.Schein, Edgar H. Three cultures of management: the key to organizational learning. Sloan Management Review 38, no.1 (Fall 1996): Reprint 3811. (BPR 212; 12-page paper also accessible online at http://web.mit.edu/smr-online/past/fall96/index.html).
According to Schein, organizations fail to learn because of a lack of communication between the following three subcultures: the local culture of operators based on interaction; the engineering culture responsible for the organization's technology; the executive culture with outside concerns. It is important that all groups recognize cultural differences and learn to work together.

105.Schneider, Benjamin, Arthur P. Brief and Richard A. Guzzo. Creating a climate and culture for sustainable organizational change. Organizational Dynamics 24, no.4 (Spring 1996): 6+.
The people within organizations have to change if the organizations are to change. To make changes stick, management must look at all the policies and practices that create the organizational environment.

106.Schneider, William E. The reengineering alternative: a plan for making your current culture work. Burr Ridge, IL: Irwin, 1994. xv, 173 pp.
Improvement must begin within the organization, according to this author who focusses on how to plan change based upon the strengths and objectives of the organizational culture.

107.Schulman, Sandy. Consensus and politics of change. Information Today 14, no.4 (April 1997): 46+.
Work diligently to gain solid agreement and acceptance among members of an organization at all levels before going ahead with ideas that involve organizational culture change. Change involves moving from one's comfort zone and that is stressful even if the movement is toward something good.

108.Scott, Michael P. Being centered, setting limits, and having fun. Association Management 49, no.3 (March 1997): 55+.
It is possible for individuals to manage change and develop a greater sense of career focus in the midst of this dynamic environment by examining three principles: 1) the principle of centeredness which means that as a centered person you have a strong mission or purpose in life, values to help you in your decisionmaking efforts, and a vision to steer your future; 2) the principle of limits which means that you can't do everything, but must focus on what is important versus what is urgent. Create a greater sense of balance to the physical, mental, social, and spiritual aspects of your life; 3) the principle of fun, which means keeping life in its proper perspective by having fun.

109.Senge, Peter. The fifth discipline: the art and practice of the learning
organization. New York: Currency, Doubleday, 1994. xiii, 593 pp.
Senge describes how organizations suffer from learning disabilities that prevent them from seeing threats and opportunities. He effectively demonstrates the need to become a learning organization.

110.Shareef, Reginald. A Popperian view of change in innovative organizations. Human Relations 50, no.6 (June 1997): 655+.
Changes are occurring so rapidly in innovative organizations that the Popper paradigm theory of "revolution in permanence" is no longer valid, according to the author.

111.Shenkman, Michael. Getting attention is key to implementing change. Business Journal Serving San Jose & Silicon Valley 15, no.8 (June 23, 1997): 26+.
It is important to show that goals are attainable in order to achieve organizational change. Encouraging workers to become focussing and to continually learn in order to improve skills is also important.

112.Sheridan, Kevin. 16 steps to changing corporate culture. Bank Marketing 29, no.4 (April 1997): 27+.
This article suggests steps to manage change through cultural shift and encourages organizations to adopt a quicker pace in their activities. Energy should be directed towards achieving results and risks should be encouraged. Standards should be upgraded to guarantee high quality.

113.Shoop, Tom. Gore's gamble: the Clinton Administration is banking on the Vice President's National Performance Review to restore luster to government. Government Executive 25, no.7 (July 1993): 18-26. (BPR199).
The Clinton Administration is banking on the National Performance Review (NPR) to restore luster to the government. Vice President Al Gore, who is running the review, explains its objectives in an interview.

114.Siew Kien, Sia and Boon Sion Neo. Reengineering effectiveness and the redesign of organizational control: a case study of the Inland Revenue Authority. Journal of Management Information Systems 14, no.1 (1997): 69-92.
This paper addresses the question of whether traditional management controls have been eliminated, compromised, or rendered irrelevant amid such dynamic organizational changes, and, if so, how the management control function in a reengineered organization evolves. The case study analysis suggests a restructuring of control dependency through automation and cooperation with external agencies, a shift in management practices toward more refined segmentation of control practices and greater leverage on back-end control, and increased reliance on outcome control.

115.Sissell, Kara. Reexamining reengineering: down to microsurgery. Chemical Week 158, no.22 (June 5, 1996): 29-33.
The author suggests that management should look closely at human resources and reskilling, improved incentive systems, new performance measurements, and a more flexible organization that can accommodate rapid change.

116.Smith, Douglas K. Taking charge of change: ten principles for managing people and performance. Reading, MA: Addison-Wesley, 1996. xi, 3145 pp.
Smith provides a guide for understanding and implementing change efforts with ten principles that center on rules to get people to change. Concrete, specific performance consequences, according to Smith, are the only reasons people will change skills, behaviors, and relationships. Finally, Smith contends that no one can take responsibility for another person's decision to change.

117.Stauffer, David. The new think on high-control management: set boundaries instead. Management Update: Newsletter from Harvard Business School 2, no.11 (November 1997): 1-4.
Management is encouraged not to achieve control by giving directions, but by setting clear goals and boundaries. Management must set goals, establish empowering mechanisms, and define boundaries by establishing financial controls, ethical controls, and an organizational culture. How employees get the job done does not matter as long as they stay within the boundaries. According to the author, it is wise to approach the delegation of responsibilities in reverse: "delegate by first choosing the responsibilities you wish to keep, rather than those you want to pass along."

118.Stenzel, Catherine and Joe Stenzel. Re-visioning the organization: the good king. Journal of Strategic Performance Measurement 1, no.1 (February-March 1997): 39-44.
This article explores the critical elements involved in establishing an organizational framework of strategically aligned performance measurements and the need to engage everyone in the organization into the importance of goals.

119.Stewart, G. Bennett. The quest for value. New York: Harper Business, 1991. 181 pp.In this excellent introduction to economic value-added (EVA) measures of planning and finance, Stewart provides a practical framework that shows that a reliable economic model is needed in analyzing business processes and information technology, previously looked at as expenses. In this book, Stewart looks at the capital dynamics of information technology and business processes in coming to grips with process investment and process payoff.

120.Stoddard, D. B. and S. L. Jarvenpaa. Business process redesign: tactics for managing radical change. Journal of Management Information Systems 12(Summer 1995): 81-107.
This article summarizes research on many different reengineering processes. It points out that while reengineering design is revolutionary, implementation is often evolutionary
121.Strebel, Paul. Why do employees resist change? Harvard Business Review (May-June 1996): 86+.
Management and employees tend to see change differently; to the manager, change means opportunity, to the employee, it seems disruptive, imposed, and intrusive. The author writes of overcoming employees' resistance to change by redefining their personal compacts.
122.Stroh, Linda K. and Anne H. Reilly. Loyalty in the age of downsizing. Sloan Management Review 38, no.4 (Summer 1997): 83-88.
Are managers today less loyal to their organizations? If so, can organizations counter this trend? To retain loyal managers, organizations must nurture an apolitical culture that places high priority on meeting career needs (version of article summary).

123.Sturner, William F. Impact: transforming your organization: a ten-step process. Buffalo, NY: Creative Education Foundation, 1993. 350 pp.
Impact offers a new program for organized action in a fascinating analysis of the change process with suggestions on how to transform organizations.

124.Sugarman, Barry. Notes towards a closer collaboration between organization theory, learning organizations and organizational learning in the search for a new paradigm. Cambridge: MIT, [1997]. 22 pp. (BPR225; available online at http://learning.mit.edu:80/res/kr/Sugarman.html).
The existing paradigm of management and organization has been found deficient and a new paradigm is needed. According to the author, his paper, a collection of short essays on key topics in the relationships between organizational theory, learning organizations, and organizational learning, can serve as a "reader's guide" to the field, as well as a "notebook" of ideas. In his recap, Sugarman notes some ideas that may be crucial for the final breakthrough to a new paradigm. He ends his paper admitting that he has no clear conclusion as to what the new paradigm will look like, but that knowledge creation will likely occupy an important role, and digital technology will play two roles -- one in implementing the new way and one in providing a metaphor for understanding it. This is a very well-written, well-organized article, helpful for anyone in need of a background in organizational theory.

125.Tichy, Noel and Stratford Sherman. Control your destiny or someone else will. New York: Doubleday, 1993. xiii, 384 pp.
This is a how-to book, designed to explain the successful management techniques of Jack Welch (GE), which gives some biographical information but emphasizes Welch's management ideas. Based on over 100 hours of interviews, the authors offer a deep analysis of Welch's leadership principles and practices, as well as a close examination of the pre-Welch GE years when bureaucratic excesses threatened the survival of the firm.

126.Tobler, Adam. Customer-driven growth. Harvard Management Update: A Newsletter from Harvard Business School 2, no.10 (October 1997): 1-3.
Concentrating efforts on present customers in order to achieve customer-driven growth can be an effective change-agent. Innovation, according to the author, is less a matter of creativity than of careful listening to the needs of the customer and working systematically to meet those needs.

127.Tomasko, Robert M. Rethinking the corporation: the architecture of change. New York: American Management Association, 1993. 213 pp. (Shelved at HD58.8.T65).
1/98 version: Getting the organization right can be difficult because too few managers have been guided by a clear vision of what kind of new organization needs to emerge from the current reorganizational turmoil. This book invites the reader to look at the task of reorganization the way an architect might approach the design of a building. Architects are skilled at managing the design process, coping with multiple constraints, and in using know-how from many disciplines to shape structures that work. The author suggests that careful consideration be given to what is already in place, how functional it is, and what turf it needs to cover. The first key issue covered is "resizing", adjusting the organization's "site" to fit the demands of its future mission. Next comes "reshaping", designing and arranging the basic building blocks of the company and arranging them to have the most favorable impact on competitive advantage. Finally comes "rethinking", giving fresh thought to issues; and so, the third part of the book deals with what needs to change in a corporation's infrastructure to guarantee the success of its resizing and reshaping.

128.Topping, Peter A. On being a leader. Business & Economic Review (University of South Carolina) 43, no.3 (January-March 1997): 14+. (Shelved at BPR217; accessible online at http://research.badm.sc.edu/research/bereview/be43_3/compet.htm).
Leadership, according to Topper in this very timely and effective article, deals with the complex dynamics of human behavior within the context of constantly changing, complex situations. Topper argues that we have evolved to a comprehensive view of leadership that identifies the relationship of three critical factors: personal characteristics, the unique demands of varying situations, and actual human behavior. Topper and his colleagues have identified ten basic, common ingredients for effective leadership; these elements combine personal qualities with skills and knowledge, but the list does not include intangibles such as visions, plans, and values. At the Daniel Management Center, they have developed a Leadership Competencies for the 21st Century Program built on the following five keys to developing leadership in the program's participants: 1) develop the necessary skills to analyze your company's organizational environment; 2) appreciate the importance of leadership at all levels; 3) understand how your leadership behaviors are perceived by others; 4) identify the positive leadership behaviors you wish to emulate; and 5) develop strategies and tools for changing unwanted behaviors. The program's participants have demonstrated that behavioral change is difficult and elusive; although it is possible to develop means of encouraging the change process, "the most important factor is the individual's determination to succeed in becoming a strong leader". The article ends with suggestions on how to commit oneself to change through self-discipline and candid introspection.

129.Trent, Robert J. Understanding and evaluating cross-functional sourcing team leadership. International Journal of Purchasing & Materials Management 32, no.4 (Fall 1996): 29-36.
In response to pressure to innovate and improve, many firms are responding by creating organizational structures that promote cross-functional and cross-boundary communication, coordination, and collaboration. Because most of the firms use teams, it is important to understand how to manage the cross-functional team process. The factor recognized as most important in affecting team success is the effectiveness of the formal team leader.

130.Tushman, Michael L. and Charles A. O'Reilly III. Winning through innovation: a practical guide to leading organizational change and renewal. Boston: Harvard Business School Press, 1997. 248 pp.
The authors define the complexities of organizing and then show managers how to cope with these complexities. First, Tushman and O'Reilly point out that innovative technologies evolve in cycles that begin with a multitude of competing alternatives before a dominant design emerges to be followed by competition relying on incremental changes. Organizations must be aware of new technology and organize for a multiplicity of action. Secondly, the authors emphasize the culture of the organization when encourage a systems approach to managing all the change necessary to organize for innovation. Finally, Tushman and O'Reilly emphasize proactive management to address the emerging tensions and conflicts at the strategic and the organizational levels.

131.Van Slyke, Erik J. Busting the bureaucracy. HR Focus 73, no.7 (July 1996): 15+.
Failure is more likely due to the execution of organizational change initiatives rather than a lack of strategic vision. Change efforts can only succeed if old cultural norms that hinder change are eliminated and organizational members are empowered to create and accept change.

132.Wang, Shouhong. Impact of information technology on organizations. Human Systems Management 16, no.2 (1997): 83+.
This article, on the effect of IT on organizations, presents a three-stage migration model of organizations in response to challenges presented by IT.

133.Weingand, Darlene E. Customer service excellence. Chicago: American Library Association, 1997. xii, 136 pp. (Shelved at Z711.W434 1997).
The author clearly explains what it takes to make your information services "user-friendly". Customer service is an ongoing process and everyone in the information field should focus on it. The book gives ten suggestions for customer service and eight strategies for success in making customer service consistent.

134.Wolford, Douglas. Overcoming corporate immunity to new ideas. Getting Results: For the Hands-on Manager 42, no.8 (August 1997): 5+.
This is an interview with Douglas Wolford, GE Internet Consulting and Services general manager, on the topic of survival strategies for managers introducing new ideas to the organization, and the issue of resistance to change among the members of an organization.

135.Woodward, Harry and Mary Beckman. Navigating through change. Burr Ridge, IL: Irwin, 1994. xiii, 201 pp.
In today's dynamic business environment, managers must be ready to deal with organizational change of all kind. This is a plan for surviving chaos

Cross-functional Integration

1.Bergeron, Pierrette. Information resources management. In Annual Review of Information Science and Technology. edited by Martha E. Williams , 263+. Medford, NJ: Information Today for ASIS, 1996. Vol. 31.
In this bibliographic review of IRM literature, the author notes that two views of IRM emerge from the writings of the last ten years: 1) the technological perspective, and 2) the integrative one. The review focusses on the integrative perspective considering IRM as a management approach that applies to organizations rather than to society in general or individuals within the society. The review has sections on: the concept of IRM; the information technology perspective; the integrative perspective; IRM practices; IRM in the public sector; IRM in the private sector; factors limiting IRM implementation; and a conclusion calling for the need to verify prescriptive models and proposed beliefs.

2.Brynjolfsson, Erik, Amy Austin Renshaw and Marshall Van Alstyne. The matrix of change. Sloan Management Review 38, no.2 (Winter 1997): 37+. (Abstract and reprint order link at http://web.mit.edu/smr-online/past/winter97/index.html).
It is important to recognize the complex interrelationships among technology, practice, and strategy when considering business process reengineering projects so that managers can coordinate change in processes. The matrix of change gives management the opportunity to make improvements as part of an integrated system.

3.Chakravarthy, Bala. A new strategy framework for coping with turbulence. Sloan Management Review 38, no.2 (Winter 1997): 69+. (Abstract and reprint order link at http://web.mit.edu/smr-online/past/winter97/index.html).
Organizations operate in dynamic and complex environments due to technological advances and global marketplaces. Technology makes it possible for more organizations to exploit new opportunities. The author offers the following framework for formulating competitive strategy: rethink strategies as needed; share responsibilities for strategies broadly within the firm with every employee sharing the vision; and focus on organizational core competencies in order to strengthen them and integrate the organization's capabilities.

4.Chakravarthy, Bala and Peter Lorange. Managing the strategy process: a framework for a multibusiness firm. Englewood Cliffs, NJ: Prentice Hall, 1992. 474 pp. (Abstract and order link at http://web.mit.edu/smr-online/past/winter97/index.html).
The focus of this book is on the process through which strategies are formed and implemented to determine if the process can be managed better. The authors discuss how top management can use the strategy process to minimize the problems of information asymmetry and goal incongruence.

5.Fisher, Jim. Improving human performance in a process management environment. CMA: Management Accounting Magazine 71, no.5 (June 1997): 21+.
Process management projects can fail for human-performance reasons rather than problems related to the process management tasks. Failure to integrate the many human variables can result in poor performance.

6.Patterson, Jennifer and John R. Nevin. Cross functional integration -- key to the future. Transportation & Distribution 36, no.6 (June 1995): 80+.
This article is about the University of Wisconsin-Madison's establishment of the Grainger Center for Distribution Management to provide professionals with the cross-functional tools necessary to integrate business functions with the movement of goods, services, and information. Graduates are expected to take a total system perspective when planning and implementing customer service objectives.

7.Rafii, Farshad and Samuel P. Perkins. Cross-functional integration: moving beyond physical co-location. Design Management Journal 6, no.3 (Summer 1995)
Authors Rafii and Perkins advocate the use of virtual co-location, a mix of face-to-face and high-tech communication, rather than physical co-location in the same area.

8.Schein, Edgar H. Three cultures of management: the key to organizational learning. Sloan Management Review 38, no.1 (Fall 1996): Reprint 3811. (BPR 212; 12-page paper also accessible online at http://web.mit.edu/smr-online/past/fall96/index.html).
According to Schein, organizations fail to learn because of a lack of communication between the following three subcultures: the local culture of operators based on interaction; the engineering culture responsible for the organization's technology; the executive culture with outside concerns. It is important that all groups recognize cultural differences and learn to work together.

9.Thomas, Philip R. Quality alone is not enough. New York: American Management Association, 1992. 75 pp. (Shleved at HD69.T54465 1992).
1/98 version: The steps in crossfunctional mapping involve defining the scope of an activity, identifying a sequence of activites, correlating activities with functions, and "walking the flow" to ensure that all steps are included.

10.Trent, Robert J. Understanding and evaluating cross-functional sourcing team leadership. International Journal of Purchasing & Materials Management 32, no.4 (Fall 1996): 29-36.

In response to pressure to innovate and improve, many firms are responding by creating organizational structures that promote cross-functional and cross-boundary communication, coordination, and collaboration. Because most of the firms use teams, it is important to understand how to manage the cross-functional team process. The factor recognized as most important in affecting team success is the effectiveness of the formal team leader.