Book Description
In this groundbreaking book, organizational effectiveness experts Edward Lawler and Christopher Worley show how organizations can be “built to change” so they can last and succeed in today’s global economy. Instead of striving to create a highly reliable Swiss watch that consistently produces the same behavior, they argue organizations need to be designed in ways that stimulate and facilitate change. Built to Change focuses on identifying practices and designs that organizations can adopt so that they are able to change. As Lawler and Worley point out, organizations that foster continuous change
- Are closely connected to their environments
- Reward experimentation
- Learn about new practices and technologies
- Commit to continuously improving performance
- Seek temporary competitive advantages
Download Description
In this groundbreaking book, organizational effectiveness experts Edward Lawler and Christopher Worley show how organizations can be built to change so they can last and succeed in today's global economy. Instead of striving to create a highly reliable Swiss watch that consistently produces the same behavior, they argue organizations need to be designed in ways that stimulate and facilitate change. Built to Change focuses on identifying practices and designs that organizations can adopt so that they are able to change. As Lawler and Worley point out, organizations that foster continuous change Are closely connected to their environments Reward experimentation Learn about new practices and technologies Commit to continuously improving performance Seek temporary competitive advantages
Customer Reviews:
A Primer of Change Concepts.......2007-08-27
In this easy to read compilation of business concepts to deal with constantly changing external environmental factors driven by the global economy, academics Lawler and Worley introduce their `B2Change' Model. Using the term identity, to describe an organization's core values, behaviors, and beliefs; the authors use several Fortune 500 examples to argue that continuously Strategizing, Designing, and Creating Value around the organization's identity are the primary contributors to organizational effectiveness. It is hard to argue with these descriptors of widely acknowledged, critical, organizational drivers.
The book follows the discussion of the B2Change Model with an overview of various structural options, information requirements and decision making processes, people management, and leadership thoughts before closing with a chapter on the features of a Built-to-Change Organization. During these discussions they promote; leadership teams as being more useful than a single hero-leader, team evaluations over individual performance appraisals, rewards that motivate performance, and a shift away from the job to the individual as the building block for an organization's design (the Me Inc. concept). All these and the many other ideas for adapting to change are often given life thru the use of business examples. The book is recommended for students of organizational change looking for an overview of management concepts that support change.
Change the way we change.......2007-06-13
Brilliant! the book introduce a new approach to change. Out of the box thinking, to the point, and very insightful. Sharp writers that make a different in the way we think and operate.
Very Good Book!!!.......2007-01-09
This is a very good book. For those interested in creating an organization that is designed to view change as "normal" business--this book is excellent reading. I teach organizational leadership--I have added this to the required reading list in a change management/research course.
Clear roadmap for the future: how to change continuously.......2006-08-10
This is a bold, fascinating and occasionally dangerous book, which we recommend to those who want to plan carefully and honestly for the future. Why "carefully" and "honestly?" Because authors Edward E. Lawler III and Christopher G. Worley are savvy enough to identify the kind of organization best suited for a business environment shaped by continuous change - and bold enough to prescribe the actions leaders must take to survive in this environment. These actions require care and honesty because they differ so fundamentally from many past business practices. For example, the idea of continually re-planning your market position sounds straightforward. However, to then eliminate all employees who have done great work, but whose skill base does not match the firm's new portfolio, is risky and requires great faith in your vision. As the authors repeatedly note, the future is difficult to predict, and impossible to predict completely. What's more, for individual managers to examine their organizations, see that they no longer fit and voluntarily step aside will require rigorous honesty and responsibility. They would need to have planned their careers and finances well enough that self-interest does not blind them. Many of this book's ideas have a similar nature. They seem good and right, but applying them successfully will require great discipline.
Organizations that cannot change cannot survive, much less prosper........2006-08-08
Obviously, if organizations are not "built to change," they cannot effectively respond to inevitable changes in their competitive marketplace. Moreover, they may be able to achieve some temporary success but cannot sustain it over a period of time. In the Foreword, Jerry Porras briefly but brilliantly explores two themes: "First, leaders must understand their organization's values, and work to shape them in such a way that those values guide and sustain needed changes rather than undermine them. Second, leaders must architect their organizations to embrace rather than resist change." Co-authors Lawler and Worley see this volume as a sequel to Jim Collins' Built to Last because, in it, they explain "what organizations need to do once they have developed the foundation for survival and want to increase their effectiveness over time." This seems to be the same objective which Collins set for himself in his own sequel, Good to Great.
What they call the "B2Change Model" consists of Environmental Scenarios (which describe a range of possible future business conditions an identifies "preferred futures") and three primary organizational processes which contribute to organizational effectiveness. Strategizing (a process by which to establish priorities so that by having a "strategic intent"). Only after concluding this process can an organization then initiate the other two processes, Creating Value through competencies and capabilities, and, Designing the structures and other processes that enable an organization to achieve sustained effectiveness enterprise-wide. Step by step, with both rigor and eloquence, Lawler and Worley explain how any organization (regardless of size or nature) can do this, guided and informed by the B2Change Model.
In the final chapter, they make several key points. First, that making the transition to a B2Change organization is much more difficult than operating one. Also, that each of the three processes is more changeable and more flexible than the prior one. However, the designing process is the key to developing the competencies and capabilities that are needed to implement a strategic intent. They identify five key initiatives on the road to becoming B2Change and then discuss them in the order in which they recommend implementation. (They are listed on page 287.) They also explain how certain key elements can support an organization's focus on its external environment so that everyone involved understands change as a natural process. "Creating a change-friendly identity is a fundamental step in becoming a b2change organization." Still another key point involves what Lawler and Worley see as the final initiative: bringing all of the prior processes together in a virtuous spiral. "Virtuous spirals - periods in the life of an organization - are characterized by critical configuration, proximity, and dynamic alignment. They are built and sustained by a series of temporary competitive advantages."
I am reminded of what Peter Drucker observed in 1963: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." That is precisely why Lawler and Worley place such great emphasis on the first process of the B2Change Model, Strategizing. It is absolutely imperative that proper organizational priorities and an organization's strategic intend be established first. Otherwise, completion of the second and third processes may well be flawless but ultimately worthless.
Book Description
New business realities and customer demands, coupled with new technologies in a changing competitive landscape are causing corporate learning departments to rethink their value, role, and impact in the organization. In a constantly changing business landscape with limited resources and tight budgets, learning must be viewed as essential to a successful achievement of business goals. The individual driving this function, the Chief Learning Officer (CLO), is in a unique position to add significant value to the organization. The role of the CLO is to drive value, focusing on issues such as business alignment, managing resources, innovation, customer service and ROI. The challenge is to show value to the organization in terms that business leaders and financial analysts can understand and appreciate. Written from the perspective of the CLO, this book discusses nine important value-adding strategies, making up this critical role of the CLO of the future. At least twenty high profile CLOs provide their strategies on each of these issues.
This book is essential reading for both the training and HR communities who need to show the value and connect learning to the business. This book shows the value that can be achieved in the organization if it is managed and organized properly and the appropriate leadership is provided.
* Real world strategies from successful CLO's
* Practical applications for skill development
* Shows how to connect the learning enterprise to the business.
Average customer rating:
- Beautifully crafted book on a difficult topic
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Learning in Chaos: Improving Human Performance in Today's Fast-Changing, Volatile Organizations (Improving Human Performance Series)
James Hite. Jr.
Manufacturer: Gulf Professional Publishing
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ASIN: 0884154270 |
Book Description
This book explains how change is a functional characteristic of any organization. And, as organizations begin to understand the nature of change, they can still adapt and grow by incorporating change into their structure instead of trying to control it. To help you understand and grow in this ever-changing environment, this book covers four principal areas of thought on change.
Chaos, including chaos theory
Organizational theory and practice
Learning theory and practice
The general social environment
Executives, managers, and other organizational leaders will find this book invaluable as they refocus the direction of their organizations in order to realize the benefits of learning under changed environmental circumstances.
Customer Reviews:
Beautifully crafted book on a difficult topic.......2000-06-15
This book grounds theoretical notions of chaos and complexity into the realities of learning and organisational performance. And does so with exceptional clarity. The author leads you through the concepts and applications of technical and classical chaos theory in a pragmatic way. I found the descriptions of the various models of learning (such as social, cognitive, behavioural etc, although concise, very informative. The topics of 'Chaos' and 'Learning' are brought together with practical examples and suggestions on how to lever new thinking to produce improved organisational performance. An excellent book that is full of content and helpfully chunks this into manageable sections and chapters. The chapter references are commendable.
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Human Resource Development in Changing Organizations
Manuel London , and
Richard A. Wueste
Manufacturer: Quorum Books
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ASIN: 0899307418 |
Book Description
This book recognizes that organizations do all they can to increase their chances for survival and growth, especially in changing and often tough economic times. The book shows how human resource development can help by being action-oriented and tailored to the organization's changing requirements. Close working relationships are needed between human resource professionals and corporate executives to ensure that employee development policies support the organization and that organizational initiatives take human resource considerations into account. The authors, who have considerable management and administrative experience in dynamic organizations, show how to establish and refine human resource policies and programs to meet the needs of changing organizations. The book begins by examining directions for organizational change, including mergers, downsizing, restructuring, expansion to new markets, and using new technologies. Individual motivation is described as a way of understanding employees' career goals in relation to changing organizational opportunities. New roles for managers are outlined, including the roles of educator, developer, experimenter, and facilitator. The book then outlines human resource programs that facilitate organizational transformation. These include ways to create a comprehensive human performance system that ties together personnel selection, training, goal-setting, appraisal, feedback, and compensation. Recognizing the changing demographics of the workforce, programs for managing diversity are reviewed. The book concludes with ways to diagnose organizational needs and establish new human resource and training strategies that create a continuous learning environment. The book will be useful to human resource and training departments. Overall, the book offers guidelines for developing people--oneself and one's subordinates--in changing organizational environments.
Average customer rating:
- Quirky but useful
- A Plug for Workset
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Changing the Way We Work
R Meredith Belbin
Manufacturer: Butterworth-Heinemann
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Management Teams, Second Edition
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Beyond the Team
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Team Roles at Work
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The Coming Shape of Organization
ASIN: 0750642882 |
Book Description
How many problems at work arise from the way in which jobs are set up? Either people don't have a clear understanding of their duties and responsibilities, spending time and energy disentangling them from those of their co-workers or they are hemmed in by job specifications that allow no room for movement and initiative.
An alternative system is needed, where jobs can grow and develop: where communication about the work can flow up as easily as down. Dr Belbin describes a radical approach incorporating colour-coding and information technology derived from experiments now being undertaken in three countries. Workset is a new means of delivering greater efficiency in a dynamic process that equally involves managers and jobholders.
Dr R. Meredith Belbin, regarded as the father of team-role theory for his widely-read Management Teams: Why they succeed or fail and its successor Team Roles at Work, obtained his first and higher degree at Cambridge University. Later, in a research, lecturing or consulting capacity, he has visited and worked in many countries. In 1988 he founded Belbin Associates which produces Interplace, a computer-based Human Resource Management System, now used world-wide.
Written by the internationally renowned father of team-role theory, R. Meredith Belbin
Radical re-assessment of of how teams develop incorporating colour-coding
Presents a new means of delivering greater efficiency in a dynamic process that equally involves managers and jobholders
Customer Reviews:
Quirky but useful.......2002-09-26
Since 1980 or earlier, Belbin has been concerned with the way in which we work together and what it is that makes joint work effective.
In his earlier work Belbin identified nine team roles, each of which has a place in successful design and completion of the work of a team. He argues that each person has most and least preferred roles, that the balance of requirements for success tends to change over the life of a project, and that team performance can be greatly enhanced through attention to matching skills and preferences to the role needs. His typology is by now quite well-known, links well to personality preferences such as those measured by the Myers Briggs Type Inventory (MBTI) and has been melded with MBTI in at least one popular 'instrument' used for analyzing individual and team performance.
In Changing the Way We Work, Belbin turns his attention to the nature of work and ways in which it can be organized. His system is derived from an analysis of the nature of jobs, tasks, roles and responsibilities, the various ways in which work can be undertaken by individuals or in groups or teams, and the variety of possible relationships between the manager and those undertaking the worker.
His system makes use of colour coding of seven classifications of work. Both the classification and the colour coding are designed as a tool for building a shared language within an organization through which work requirements and alternative approaches to executing the work can be discussed and agreed.
In some ways, Belbin's analysis reads as being rather 'old-fashioned'. This is because he develops his argument about the nature of work, tasks and roles from a historical perspective, reaching right back to the days of work study (or industrial engineering) and tracing the development of concepts of the job through time study, the development of synthetic standards and the rise of derivative methodologies such as reengineering. One side effect is to make the book a rewarding text for those interested in the history of the development of work organization. Another is to establish a very solid foundation for understanding the distinctions between a job, a task, a role and associated responsibility. This is valuable because these distinctions are often lost in material on this subject.
By taking this historical approach, he provides a solid basis for identifying types of work arrangement derived from the nature of the work itself and proceeds from there to explore how this interacts with the preferences of workers. Part of the value of this approach is that it provides an alternative perspective to the popular current view which tends to work back from worker aspirations and motivation to the work to be done.
The style of the book is unusually personal, laced with examples from the author's personal journey to develop his typology and sometimes illustrated with quite curious examples such as the author's preferred way of using a potato peeler.
In a world dominated by North American texts, this book could only have been written by someone from an English culture, and some people are likely to find the style and cultural assumptions to be distracting. However, whether or not you accept the system as a whole, the material gives a great deal of well structured food for thought.
A Plug for Workset.......1999-11-30
How many problems at work arise from the way in which job specifications are defined? Either employees don't have a clear understanding of their duties and responsibilities, spending time and energy disentangling them from those of their colleagues, or they are hemmed in by job descriptions that allow no room for movement and initiative.
In Changing The Way We Work, Belbin proposes Workset, an alternative system where jobs can grow and develop: where communication about the work can flow up as easily as down. It is a radical approach, incorporating colour-coding and information technology, as a new means of delivering greater efficiency in a dynamic process that equally involves managers and their employees.
This book would be of interest to human resource managers and academics specialising in organisational behaviour and development.
Born in 1926, Dr Raymond Meredith Belbin is regarded as the father of team-role theory. He obtained his first degree and doctorate from the University of Cambridge and has conducted research on work study at Cranfield since the 1950s. His other books include Management Teams: Why They Succeed or Fail, Team Roles at Work, and The Coming Shape of Organization. In 1988, he founded Belbin Associates which produces INTERPLACE, team role software for human resource management, used by 30% of UK's top 100 companies.
Reviewed by Azlan Adnan. Formerly Business Development Manager with KPMG, Azlan is currently Managing Partner of Azlan & Koh Knowledge and Professional Management Group, an education and management consulting practice based in Kota Kinabalu. He holds a Master's degree in International Business and Management from the Westminster Business School.
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Changing Patterns of Management Development (Managements, Organizations, and Business)
Andrew W. Thomson ,
Colin Gray ,
Paul Iles ,
Christopher Mabey , and
John Storey
Manufacturer: Blackwell Publishing Limited
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ASIN: 0631209999 |
Book Description
Written in a highly accessible style by a small distinguished team, this book provides a definitive overview of the key themes and trends in management development. It focuses, in particular, on the way organisations develop their managers, and on how the managers themselves view this development.Empirically based and combining fresh, reliable data with high level analysis, the volume gives wide coverage to each area so that it can serve as a comprehensive text for senior undergraduates, MAs and MBAs in HRM and other professionals studying for IPD qualifications.Changing Patterns of Management Development provides a comprehensive and eclectic review of the state of management development at the dawn of the 21st century, and will act as a benchmark and starting-point for all future analysis of management development.
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Transformational Mentoring: Creating Developmental Alliances for Changing Organizational Cultures
Julie Hay
Manufacturer: Mcgraw Hill Book Co Ltd
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ASIN: 0077076273 |
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This digital document is an article from Human Resource Planning, published by Human Resource Planning Society on December 1, 1994. The length of the article is 5416 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
From the author: The traditional hierarchal career paths for many jobs have been eliminated through changes in the job market, organizational restructuring, and the 'downsizing' of middle management in many organizations. The next job has become a moving target for many employees. While academics and practitioners alike advocate lateral moves and internal transfers as ways to gain and keep employee skills, specific ways to make this happen have been lacking, particularly when the jobs cross functional lines. This article describes a technique to help line managers, human resource specialists, and interested employees identify previously uncharted career paths for internal transfers using a technique called Job Trees. These combine some traditional skill identifications with organizational unit characteristics, work flow patterns, and other data representing how the organization operates. An example Job Tree is shown, and data collection techniques and implementation issues are discussed.
Citation Details
Title: Career management using job trees: charting a path through the changing organization.
Author: Robert H. Vaughn
Publication:
Human Resource Planning (Refereed)
Date: December 1, 1994
Publisher: Human Resource Planning Society
Volume: v17
Issue: n4
Page: p43(13)
Distributed by Thomson Gale
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