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Strategic Organizational Change, Second Edition, by Michael Beitler
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Strategic Organizational Change, Second Edition is written by a leading organizational change consultant. Until the first edition was released in January 2003, little practical guidance was available for planning and implementing organizational change. In this book, Dr. Beitler begins by providing a systematic approach for diagnosing organizational problems. Then he offers his step-by-step approach for designing and implementing organizational change interventions. Everything is written in a practical, easy-to-follow style, with an abundance of checklists and practice tools. Every manager and change consultant will gain valuable insights and practice tools from this book. In an increasingly competitive world these insights and tools will give managers and consultants the edge they need to succeed!
- Sales Rank: #1098300 in Books
- Brand: Brand: Practitioner Press International
- Published on: 2006-07-01
- Original language: English
- Number of items: 1
- Dimensions: 9.50" h x 6.25" w x 1.00" l, 1.20 pounds
- Binding: Hardcover
- 242 pages
Features
- Used Book in Good Condition
About the Author
Dr. Michael Beitler (pronounced Bite-ler) began his 30-year career as a management consultant with one of the world's largest consulting firms. He has earned an international reputation as a keynote speaker, workshop leader, consultant, and author. Mike's clients include Fortune 100 companies and mid-sized companies in manufacturing, distribution, retailing, banking, publishing, and professional services. Dr. Beitler's teaching experience includes the MBA programs of the University of North Carolina at Greensboro and the University of Mannheim's Business School (Germany's #1 ranked business school). Mike's books and articles are used at leading universities in the U.S., Canada, and Europe (including Cornell University and the University of Michigan), and at leading corporations (including Wachovia and Coca-Cola).
Most helpful customer reviews
15 of 17 people found the following review helpful.
Excellent Book
By Donald H. Sabathier
I am working on my PhD in Organizational Behavior. This was the first book I have found that actually tells you HOW to use the theories and information you learned in the classroom in a practical way. If you started work for one of the large OD/OE Consulting Practices, you probably already acquired these skills. If you are from a Corporate background as I am, you did not. The skills he discusses are useful in either situation. Plus,his writing style is smooth and easy. I strongly recommend this book!!
17 of 17 people found the following review helpful.
Strategy + Execution + Learning in Alignment = Business Success
By Robert Morris
This is one of two of Michael Beitler's books I recently read, the other being Strategic Organizational Learning. In the most successful organizations, both learning and change must always be "strategic" to ensure that they support initiatives which achieve and sustain continuous improvement in all areas and at all levels. In fact, as Michael Marquardt among others correctly insist, learning and change must not only be interdependent; they must occur simultaneously. That is essentially what "action learning" is all about and is most valuable only when in proper alignment with an organization's strategy. As Beitler clearly indicates in his earlier book, learning without then taking appropriate action demonstrates what Jeffrey Pfeffer and Robert Sutton characterize as the "Knowing-Doing Gap"; similarly, action without learning demonstrates what they characterize as the "Doing-Knowing Gap." In this volume, Beitler explains how to avoid or escape from such gaps while making certain that "all the horses are pulling in the same direction" because "all the organizational members are aware of the organization's mission and its strategy to fulfill that mission."
He offers a strategy-driven approach to the real-world practice of organizational change (OC) and has carefully organized his material within three parts: The Practice of Organizational Change (Chapters1-6), OC Interventions - Tools of the Profession (Chapters 7-12), and Other Issues in OC (Chapters13 and 14). Whenever I encounter a discussion of change initiatives, I am again reminded of what Peter Drucker said in an article which appeared in the Harvard Business Review in 1963: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." One of Beitler's most important points is that before formulating and then implementing an OC program, it is first necessary to decide (a) what needs to be changed, (b) why the changes are needed, and (c) which specific benefits such changes will produce. Otherwise, worth repeating, "There is surely nothing quite so useless as doing with great efficiency what should not be done at all."
It is worth noting that a high percentage of change initiatives fail. Reasons vary, of course, but one of the most common is what James O'Toole characterizes as "the ideology of comfort and the tyranny of custom." Some of Beitler's most valuable material is provided in Chapter 4, "Leading Versus Facilitating Change," as he examines a step-by-step process when leading change initiatives in the face of barriers such as those to which O'Toole refers.
Even an organizational change program such as the one Beitler provides in this volume, however, is doomed to failure unless and until everyone involved in the program knows how to overcome such barriers...and they must do so together, as an effective team, led by someone who possesses the requisite temperament and knowledge as well as skills which include what Beitler refers to as "political savvy." With uncommon precision and eloquence, Beitler explains how to achieve your organization's objectives, what ever their nature and extent may be.
Those who share my high regard for this book are urged to check of Beitler's Strategic Organizational Learning, Pfeiffer and Sutton's The Knowing-Doing Gap and their more recently published Hard Facts, Dangerous Half-Truths and Total Nonsense, O'Toole's Leading Change, Michael Hammer's The Agenda, and The Oz Principle co-authored by Tom Roger Connors, Tom Smith, and Craig Hickman as well as other sources provided in Beitler's Comprehensive Reference List.
6 of 6 people found the following review helpful.
A Recipe Book For Organizational Change
By Thomas Haizlip
This is a great book for anyone trying to break into consulting or executive coaching. Dr. Beitler was an executive at a Fortune 500 banking company and has personally hired and fired consultants in his own career. He knows what gets people into the corporate world and how to present yourself as someone who can be the aspirin to their corporate headache.
Everyone says they support change and innovation, but what most people really want is for things to stay the same - just get a whole lot better. This book is great at recommending the right tool for the job. It helps you select the "right" method for assessing the problem and then offers several strategies to tackle the the particular organizational issues that you are currently facing.
Dr. Beitler does a great job of introducing the core competencies necessary for effective change and professional development. He uses simple language that makes complex theories musch easier to understand. I have turned to this book many times to get a better perspective on "process consulting." His discussion of resistance to change using Kurt Lwein's "Forcefield Anaylsis" is a great way to help clients understand that forcing change usually just results in even greater resistance -- not increased acceptance of cahnge.
Beitler does a wonderful job in breaking his book down into the three core areas associated with organizational dvelopment and shows the value each one adds and where and how they can be best utilized. First he talks about 1.) The Practice of Organizational Change, 2.) Organizational Change Interventions - The Tools of the Profession, and 3.) Other Issues in Organizational Change - How to evaluate the success of the interventiona and the effect that globalization is having on the profession.
I have used his book as a way to help my own clients learn that positive change is a destination that can be arrived at from many roads. Chnage is always a process - never an event. Beitler does an excellent job of drwaing the road map showing all the avenues that can be used to arrive at lasting change which adds value to the organization and enhances your own professional reputation. He is definitely not someone who spends too much time talking about holding hands, singing songs, or climbing ropes --he is a former bank executive who brings that corporate experience perspective to those looking to break into consulting field or add to their own professional development toolbox.
Some reviewers have cited that he only introduces topics and gives a brief overview - I think that is true. But for me, that is excatly what I want and need. Once I find a topic that I think would benefit my client I can get more information on my own. His book is not an encyclopedia of methods - rather it provides a solid grounding in the theory and background of organizational change and the most frequently used change methods and models.
I would recommend this book to anyone thinking about becoming an executive coach or business consultant. Like a traveler's quick language translation guide - it helps you gain enough understanding to talk competently to the key decision makers in way that demonstrates you have an understanding and background as a change consultant and are not just a "one trick pony" who does the same old thing no matter what the audience or the particular demands of the engagement. Beitler's writing style is very casual and he often uses narrative to drive a point home. This is a rare talent for an academician and he should be praised for it.
I found his book to be both enlightening and encouraging and I turn to it frequently in my own consulting practice. If are looking for a book from someone who has woked as a corporate executive and now teaches business at the university level - you have found it.
I have also been pleased with his reports and articles on how to break into professional consulting which I found at his website "[...]" Dr. Beitler is not a pyramid scheme that tries to get you to sign up other people to make money by teaching them how to consult. He has been in the trenches and that experince helps you avoid costly mistakes that too many new consultants make - like giving away your services for free in the hopes of gaining more paying clients.
This book provides all the ingredients that a consultants will, at some time in their career, need to create a change method that is solidly grounded in theory and has a track record of success. I recommend it without reservation and hope you find it as helpful as I did. Good luck in your career.
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