Organizational Change and Redesign

Submitted by: George Huber, University of Texas at Austin, McCombs School of Business

Section: Organizational Analysis and Design

Readings

Burke, Identifying the Drivers of Organizational Performance in Your Company

Table 1: "The Major Attributes and Processes of Organic and Mechanistic Organizations"

Mintzberg, Organization Design: Fashion or Fit

Cases

Allentown Materials Corporation: The Electronic Products Division (A)

Section: Drivers of Organizational Change

Readings

"The Future Environments of Business Organizations," Chapter 2, The Necessary Nature of Future Fims

"Organizational Learning and Knowledge Acquisitions," Chapter 5 in The Necessary Nature of Future Firms

Greiner, Evolution and Revolution as Organizations Grow (and "Managing Organizational Change.")

Cases

McKinsey and Company: Managing Knowldege and Learning

Chatman, et al., Cisco Systems: Developing a Human Capital Strategy

Section: Motivating Performance: Incentives and Feedback - Part 1

Readings

Kerr, On the Folly of Rewarding 'A' While Hoping for 'B'

Pfeffer, Six Dangerous Myths about Pay

Bartol & Locke, Incentives and Motivation

Cases

Nordstrom: Dissention in the Ranks

Southwest Airlines: Using Human Resources for Competitive Advantage (A)

Section: Managing Your Boss & Compensation Systems for Professionals

 

Readings

Gabarro, Managing Your Boss

Cases

Brainard, Bennis, and Farrell

Section: Motivating Performance: Incentives and Feedback - Part 2 & Leading and Embedding Organizational Decision Processes

 

Readings

Latham & Locke, Goal Setting - A Motivational Technique That Works

"Organizational Decision Making," Ch. 4 in The Necessary Nature of Future Firms

Cases

Cypress Simconductor (A) & (B): Visions, Values, and Killer Software

Chattanooga Ice Cream

Section: Managing Change by Managing with Power

 

Readings

Pfeffer, Understanding Power in Organizations

Kotter, Leading Change: Why Transformation Efforts Fail

Beer & Nohria, Cracking the Code of Change

Cases

Booz, Allen, & Hamilton, Vision 2000

Section: Managing Performance and Behavior by Managing Culture

Readings

Culture as Social Control: Corporations, Cults, and Commitment

Burke, Plane Talk about Change: How Lord Colin Marshall Transformed British Airways

Cases

Siebel Systems: Culture As a Pillar of Success

Changing the Culture at British Airways

Section: Tactics for Initiating Change/Innovation

 

Readings

The "EIS Simulation"

Change Management: Bridging the Knowing-Doing Gap

Section: More on Managing Change: Dealing with Inertia, Goal Setting, Performance Feedback, Ethics and Corruption

 

Readings

Cunducting a Performance Appraisal Interview