Executive and organizational continuity
Subtitle: managing the paradoxes of stability and change
By: Suresh Srivastva, Ronald E. Fry, and associates.
Contributors: Fry, Ronald E.
Edition: 1st ed.
Series: The Jossey-Bass management series
Publisher: Jossey-Bass
Published: 1992
Place of publication: San Francisco, Calif
Language: eng
Number of pages: 374
Subjects: Organizational effectiveness; Organizational change; Continuity; Quality of work life
Description: "Much has been written on the topic of organizational change. But according to the authors of Executive and Organizational Continuity, little attention has been given to the qualities that must remain constant, those that engender security, stability, and continuity. In ten original chapters, leading thinkers from a range of disciplines--organizational behavior, management, industrial relations, psychology, and anthropology--explore the importance of continuity to organizational health and offer insights into how organizations can change while preserving the traditions that make them what they are. The book details a Japanese steelmaker's approach to major organizational transformation, demonstrating how new ideas can be introduced without compromising the core values of the institution; offers a historical analysis of two manufacturing firms to demonstrate the powerful role that community traditions and economic factors can play in defining an organization's character; reveals that leadership behavior characterized by "tough love" and "practical vision" can help executives embrace the paradox of managing for continuity; and applies lessons from adult development to suggest systems and methods for helping organizations handle complexity and change."--BOOK JACKET.
Notes: Includes bibliographical references (p. 327-356) and indexes.