Beginning

we are witnessing a remarkable transformation of the American industrial landscape as companies are being forced to admit to a rapidly changing and unpredictable global economy. department 1( chapter 2,3,4) is intended to broaden readers understanding of organizational change and to fork out a historical context for the case studies. chapter 2 summarizes the melodramatic rise and fall of mass production which once direct America to economic pre-eminence but today is a liability in the face of intense competition and an unpredictable environment. chapter 3 describes the emergence of mass customization, a red-hot business concept that sets young standards for employee involvement and flexibility. chapter 4 reviews two popular strategies for change-TQM and EPR(business process reengineering and explains why neither is able to produce the necessary knowledge and allegiance to respond quickly to changing conditions.

also in chapter 4, I introduce the concept of organizational redesign, a strategy that engages employee in designing their own systems or produce organizations that can acquire from their environment. part 2 (chapter 5,6,7) gives the reader an insiders view of organizational redesign at hp to see how it actually works. chapter 5 introduces the giant electronic company and describes the research method I used to capture hps work redesign efforts in rich detail. chapters 6 and 7 show how managers and employees in the two HP divisions struggled to share power, expand their thinking, and realize new behaviours-efforts that produced handsome rewards. part 3 (chapter 8and 9) draws on learning from for each one of the cases to show hw redesigning organisations as systems and investing in employees capacity to learn are now business imperatives. chapter 8 explains the importance of conceptualizing organizations as interrelated parts and... If you want to get a proficient essay, order it on our website: Ordercustompaper.com

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