A magisterial cultural history, this book tells the story of the sixties revolution for freedom, self-expression, and high ideals--as it occurred not in the streets, but in business. Through a series of compelling stories, most never before told, Kleiner introduces readers to the visionary people who believed passionately that corporations could be the center not only of power, but of truth, freedom, and equality.

From the bestselling author of "The Age of Unreason" and "The Age of Paradox" comes an exhilarating collection of 35 timeless essays, including Handy's change-making articles from "The Harvard Business Review" and "Director" magazine. "A good place to start for an aspiring manager or management trainee in need of wisdom".--"People Management Today"

In this book, four top management strategists show how leading companies are busting boundaries in all directions--vertical, horizontal, external and geographic--and achieving stellar results. Using in-depth stories from such successful companies as GE, Samsung, and AlliedSignal, the book provides a practical action guide for creating boundaryless organizations.

Table of Contents
Preface
Ch. 1. Communications, Corporations, and Change
Ch. 2. Electronic Media: Sudden Impact or Business as Usual?
Ch. 3. Electrovisual Media and the American Corporation
Ch. 4. The Emerging Corporate Landscape
Ch. 5. The New Diversity Benchmark
Ch. 6. Reshaping the Boundaries Around Business
Ch. 7. Harnessing the Power of Electronic Communication Technology
Ch. 8. Lessons from the Leaders
Ch. 9. The Seven New Rules of Corporate Communication
Appendix I. The Emerging Employment Landscape
Appendix II. Communication Studies and Commentaries
Bibliography
Index
About the Authors

Rapidly changing conditions in today's business environment have made unprecedented demands on organization leaders--often requiring radical rethinking of purpose and priorities, visions of the future, and the very structure and function of the organization itself. Using illustrative examples of CEOs who have successfully responded to these demands, the authors reveal the strategies and leadership behaviors required to manage and integrate this kind of fundamental change.

In an era of increased global competition, of business takeovers, downsizing, restructuring, and even outright failure, intelligent organizational change is the most difficult challenge facing American business. The authors present a comprehensive overview which will be essential for managers.

Pasmore has brought over 20 year's worth of expertise to this conceptually sophisticated yet practical guide concerned with organization design and change. Concentrates on implementation and how organizational planning and transformation efforts can improve performance productivity. Features extensive cases and examples developed by the author from his consulting work at enterprises like Proctor & Gamble, TRW, Goodyear, General Foods and other companies.

"Innovations" are not just new products and technologies. It also includes ideas and the patterns that have been called "memes", indeed all social changes that require the voluntary cooperation of the members of society. This is the best of the books on this important and neglected subject. Indeed, it is one of the few. It should be required reading for anyone concerned about social change. One of the more interesting results of research in this area is that innovations diffuse through a society not as the result of broadcast messages but from direct contact between earlier and later adopters and the example provided to the latter by the former.

In fifteen articles and interviews, Fast Forward considers the future of organizations, the process of accelerating change, and the new role of management. Contributions from the top executives and management thinkers of today, including Peter Drucker, Michael Hammer, Rosabeth Moss Kanter, John P. Kotter, and Noel Tichy, are featured.

Organizations today are under intense pressure from all sides. They must learn how to change rapidly in order to accommodate a turbulent environment and survive. Large Group Interventions presents a comprehensive overview of 11 different models of large group intervention, explores their similarities and differences, describes their origins, and presents the methods with vivid examples and case studies that give the reader an inside account of each intervention.

One of America's most esteemed management thinkers offers a book that transcends how-to management primers, offering an unorthodox approach to leadership based on the lessons of history, moral and political philosophy, and the practical experience of men and women across cultures and circumstances.

Business consultant William Bridges attacks an area of managing change that many not only avoid, but also do not even recognize--the human side of change. Directed at managers and employees in today's corporations, where change is necessary to revitalize and improve corporate performance, this book addresses the fact that it is people who have to carry out the change.

John E. Renesch: "When Michael Ray and I co-edited this collection of essays, we wondered if the world was ready for the ideas presented by the visionary authors who contributed to this anthology. Time has aged this book nicely as it is now as applicable as it was in 1993 when it was published. The difference is that the receptivity is probably greater."

From the Table of Contents
Foreword: Sculpting a New Business Paradigm By Rinaldo Brutoco
Introduction: What Is the New Paradigm in Business? By Michael Ray
Pt. I. The Roots of Present Change
Pt. II. The Beginning of New Leadership
Pt. III. Organizational Transformation
Pt. IV. Social and Environmental Responsibility
Pt. V. Visions of the Future
Epilogue: Rebuilding the Spaceship While It Is Still in Flight By Michael Ray

This much anticipated second title in the Drucker Foundation Future series imagines tomorrow's workplace. In 28 new essays, by bestselling authors, Fortune 500 CEOs, and management scholars expound on the challenges people face in building the organization of tomorrow.

In this volatile time of down-sizing, reengineering, and streamlining, organizations large and small have to rely on their employees to take charge of their own development and make the changes demanded by today's business environment. This book is a field guide for self-managed change.

From America's most influential business analyst comes a work as iconoclastic and wide-ranging as the man himself. Encompassing everything from his incisive look at revolution in the workplace to intense dialogue with listeners on cutting-edge issues, such as America's mindless love affair with "bigness, " and how crisis can be a teacher, this program is a stimulant, not a pacifier.

Hirschhorn begins by examining the covert processes by which people caught between the old and new cultures of authority neither suppress nor express their feelings. Feelings, he points out, are activated but are not directed toward useful work. After presenting several instructive and moving case studies, Hirschhorn explores how organizations can create a culture of openness in which people become more psychologically present. The process entails an understanding of the changes taking place in how we experience our own identities at work and the identities of "others" in society at large. What is needed, Hirschhorn suggests, is a social policy of forgiveness and second chances.

This book has been heralded as "Studs Terkel meets Meg Wheatley," "a breakthrough in the design of understanding," and "an outline for the future of leadership." Based upon a seven-year study of Corporate America's ability to design work in the information age, Simplicity is a practical guide to changing how we use people's time and attention at work. Yes, it's how-to oriented. But it also challenges the reader. Jensen prods and pulls senior execs into designing companies based upon the needs of the people doing the work. What a concept!

For the first time ever, the acclaimed author of the phenomenal #1 bestsellingbusiness book In Search of Excellence presents the same provocative, challenging, and sometimes scary seminar that attendees pay $2000 to hear delivered in person. Peters shows how to understand and thrive in the face of the crazy demands the business world makes upon us.

The experiences of managers in top companies like Disney, 3M, Compaq, and FedEx demonstrate that short-term success actually increases the chances of long-term failure. The authors present a framework for overcoming this "success syndrome" and for developing action plans to meet these challenges.