By Ted Zorn, Lars Thoger Christensen, George Cheny, George Cheney, Visit Amazon's Theodore E. Zorn Page, search results, Learn about Author Central, Theodore E. Zorn,
Precis will we really need consistent swap explores the human and organizational results of our infatuation with swap and recommends how one can stability the opposing, yet both worthwhile, forces of switch and balance. ------------------------------------------------------------------------ Description switch has develop into an lead to itself, no longer a way to an finish. evidently there's a desire for switch. firms have to adapt to new situations and to organize for expected destiny stipulations. yet, argue the authors of this provocative new past the base line ebook, switch and adaptability became "god terms"-terms which are approved unquestioningly pretty much as good. All you need to do is invoke them and you may achieve the prepared assent of others. this occurs each time a new switch process comes along-TQM, reengineering, enterprise procedure outsourcing, and so on. frequently the outdated procedure is dropped-whether it be proven results-and the hot one is embraced, just because it is the most up-to-date, possibly most sensible, option to continue the sine qua non of recent administration: consistent swap. the push to alter has develop into so speedy, so heated, and so unthinking in lots of situations that we infrequently have time to mirror on precisely what it's we are attempting to accomplish. And organisations usually forget the truth that indisputable fact that consistent swap comes at a price-not simply in cash spent on specialists and seminars and coaching fabrics, but in addition in time, power, and worker morale. a value that regularly outweighs the theoretical advantages.
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Extra resources for Beyond the Bottom Line 2: Do We Really Want Constant Change?
One in-depth study of TQM implementation showed that managers often cite as evidence of their TQM "success" projects that were not originally part of the TQM program. The same study showed that in spite of ignoring most of the tools and procedures of TQM, managers tried to maintain the myth that they have implemented major changes. L1 Why? ") and in part because of the legitimacy they and their organizations gain by being seen as innovators-leading change. Of course, all organizations do certain things or organize themselves in certain ways because such actions help them gain legitimacy in their markets.
Qi XU, "TQM as an Arbitrary Sign for Play: Discourse and Transformation," Journal of Management Studies, 1999, 20, 659-681. 5. Peter Case, "Remember Reengineering? The Rhetorical Appeal of a Managerial Salvation Device," Journal of Management Studies, 1999,36,419-441. 6. : Prentice-Hall, 1996). 7. John Kotter, A Force for Change: How Leadership Differs from Management (New York: Free Press, 1990). 8. Lawler, From the Ground Up, 40. 9. Fletcher Challenge, news release, June 13, 1999. nz/home. asp] 10.
But the idea applies as well to smaller organizations that should remember their own power to innovate. It is important not to be so caught up in the change movement that you forget what good things you've got and the valuable lessons you've learned from experience. Of course, there are many kinds of positive changes: from a change of scene for a person who goes on holiday to a needed revolution in a country where the population is oppressed. Distinguishing between beneficial and disastrous (or even just more-of-the-same) types of change is not easy, however.