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Product Description
The Change Masters looks behind the scenes at some of the most important companies in America, including Hewlett-Packard, General Electric, Polaroid, General Motors, Wang Laboratories and Honeywell, to describe their organizational structures, their corporate cultures, and their specific strategies.
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First Sentence
IN MY TRAVELS around corporate America, in settings as distant geographically and culturally as a Los Angeles bank's high-rise headquarters, a snow-bordered Minneapolis electronics factory, a dingy Detroit engine plant, a Seattle instrumentation lab sitting among fishing boats, and a New York garment district sportswear showroom, I have been struck by an even-louder echo of the same question: how to stimulate more innovation, enterprise, and initiative from their people. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
IN MY TRAVELS around corporate America, in settings as distant geographically and culturally as a Los Angeles bank's high-rise headquarters, a snow-bordered Minneapolis electronics factory, a dingy Detroit engine plant, a Seattle instrumentation lab sitting among fishing boats, and a New York garment district sportswear showroom, I have been struck by an even-louder echo of the same question: how to stimulate more innovation, enterprise, and initiative from their people. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Customer Reviews
Most Helpful Customer Reviews
8 of 9 people found the following review helpful
Format:Paperback
If you've ever wondered what's wrong in the organisation you work for, why results are poor, why departments can't work together, why the best people keep leaving and why the rest feel helpless and miserable; this is the book for you. It's an academic text and the author draws strongly from her own research in several different organisations, some of whom she cannot name so gives them her own names - have fun guessing who they are. Of particular value is the section on roadblocks to managerial innovation, or how to prevent organisational success. A definite gift for your boss, but first erase all your comments like "that's us!" or "we do that!" because there will be plenty.
4 of 5 people found the following review helpful
Format:Paperback
Almost everyone who has worked in or observed organizations can see that inertia and momentum in the wrong direction are usually much stronger forces than any constructive impetus. Very occasionally, someone changes this sad state of affairs. Unfortunately, many of those who succeed in making the changes cannot explain the principles of how they succeed. I found Dr. Kanter's work to especially insightful and accurate about how to be effective in overcoming the kind of "stalled" thinking that inhibits progress in almost all organizations. The brand-new "stallbuster" will find this book a very rewarding manual to being more effective. After you have read this book, you will not need to read any others about how to make successful, positive changes in organizations.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
5 reviews
14 of 14 people found the following review helpful
Review of organisational structure and innovation.
20 Jan 1999
Format:Paperback
If you've ever wondered what's wrong in the organisation you work for, why results are poor, why departments can't work together, why the best people keep leaving and why the rest feel helpless and miserable; this is the book for you. It's an academic text and the author draws strongly from her own research in several different organisations, some of whom she cannot name so gives them her own names - have fun guessing who they are. Of particular value is the section on roadblocks to managerial innovation, or how to prevent organisational success. A definite gift for your boss, but first erase all your comments like "that's us!" or "we do that!" because there will be plenty.
7 of 7 people found the following review helpful
Roadblocks and Enablers of Organizational Change
5 May 2001
Format:Paperback
_The Change Masters_ was written in 1983, and since that time organizations have become much more focused on issues of transformation, but I think employees of most companies will still recognize their organizations in these pages-- and not necessarily in the positive ways.
This book was written in aid of waking the entrepreneurial spirit of the employees of large corporations and looks closely at the ways that this can be either stifled or made possible.
Clearly written from a wealth of experience, Kanter draws on case studies of companies for whom she has worked. That experience is further supported by citations from academic research and a great deal of very strong analytical thought.
6 of 7 people found the following review helpful
Nothing New
9 Aug 2010
Format:Paperback
Nicely written but nothing original. Everything in this book is drawn from what then was academically the "thing to say" and from well-known writers in the field. It's like the Pope preaching "peace"- an over generally positive message that no one can disagree with but where his role is not realistically connected in any way to overall implementation or collective responsibility. Good basis for theoretical knowledge, however, if you own a business, it is obvious that the author has neither really owned nor operated a business, and I'm not speaking of "consulting"...this is what most university professors in management studies/organizational behavior do on the side- but of a business in which you have 10 or more employees on a payroll, in which you have to deal with inventories, uncertain customer demand, Federal-State-Local taxes that eat away your profits, 5 year leases, ridiculously high sales taxes (California), threats of bankruptcy, health care for your employees, unemployment/worker's compensation, county inspectors, etc. It is all too easy for academians to write books focusing on one variable alone in a very complex equation, then sell the book and make millions. Worth buying and reading but continue using your common American "horse-sense" to separate the wheat from the weeds. Management studies/Organizational Behavior need a new theory which includes holism of the "unspeakable" elements of business and management. In the same way that professional bodybuilders will not mention that they take "steriods" in their books on nutrition and weighttraining, we need a new theory of management and organization studies which openly discusses its own "steriods".
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