Growing pains: building sustainably successful organizations

Cover
Title Page
Copyright
Contents
Preface
Acknowledgments
Part 1 A Framework for Developing Successful Organizations
	Chapter 1 Transitions Required to Build Sustainably Successful Organizations®
		Organizational Success, Decline, and Failure
		Building Sustainably Successful Organizations®
		The Personal Transitions Facing Founders and CEOs
		The Need for Organizational Transition
		Transitions Required for Continuing Success: An Overview Case Example
		Summary
		Notes
	Chapter 2 Building Sustainably Successful Organizations®:  The Pyramid of Organizational Development
		The Nature of Organizational Development
		The Pyramid of Organizational Development
		The Pyramid and Financial Performance
		Improving Strategic Organizational Development at Guangzhou Construction, China
		Successfully Building the Pyramid: The Example of Starbucks
		Summary
		Notes
	Chapter 3 Identifying and Surviving the First Four Stages of Organizational Growth
		Stages of Organizational Growth
		Differences between Entrepreneurial and Professional Management
		Discrepancies between Growth and Organizational Development
		Managing the Transition between Growth Stages
		Case Example of Growth from Stages I to IV: 99 Cents Only Stores
		Summary
		Notes
	Chapter 4 Managing the Advanced Stages of Growth
		Nature of Problems beyond Stage IV
		Growth beyond Stage IV
		The Challenge of Revitalization
		Summary
		Notes
	Chapter 5 Recognizing Growing Pains and Assessing the Need for Change
		The Nature of Growing Pains
		The Ten Most Common Organizational Growing Pains
		Measuring Organizational Growing Pains
		Organizational Growing Pains, Growth Rates, and Infrastructure
		Growing Pains and Financial Performance
		Minimizing Organizational Growing Pains
		Growing Pains at Guanzhou Construction
		Summary
		Notes
Part 2 Mastering the Tools for Building Sustainably Successful Organizations®
	Chapter 6 Strategic Planning
		Strategy Defined
		The Nature of Strategic Planning and “Strategic Organizational Development Planning”
		Strategic Issues
		Management Systems’ Strategic Planning Method
		International Truck Dealerships: Development and Implementation of Strategic Organizational Development Plans
		Ongoing Functions of Strategic Planning
		Strategic Planning at Different Stages of Growth
		Consultants and Strategic Planning Departments
		The Value of Strategic Planning
		Summary
		Notes
	Chapter 7 Organizational Structure
		Nature of Organizational Structure
		Three Related Dimensions of Organizational Structure
		Alternative Forms of Macro Organizational Structure
		Different Philosophies of Organizational Structure Design
		Criteria for Evaluation and Design of Organizational Structure
		Case Studies of Organizational Structure
		Organizational Structure at Different Stages of Growth
		Summary
		Notes
	Chapter 8 Organizational Control and Performance Management Systems
		The Nature and Purpose of Organizational Control and Performance Management Systems
		Performance Management Systems and Other Forms of Organizational Control
		The Performance Management Scoreboard
		Evaluation of Performance Management Systems’ Effectiveness
		Performance Management Systems in Action: Superior Security Systems Case Study
		Use of Performance Management Systems at an Individual Level: The Performance Appraisal Process at Southern California Presbyterian Homes
		Control and Performance Management Systems at Different Stages of Organizational Growth
		Summary
		Notes
	Chapter 9 Management and Leadership Development
		The Management and Leadership Role
		A Three-Dimensional Framework for Understanding Management and Leadership Effectiveness
		The Nature of Management and Leadership Development
		Functions of Management and Leadership Development
		Management and Leadership Development at Different Organizational Levels
		Case Studies of Management and Leadership Development
		Management and Leadership Development at Different Stages of Growth
		Investment in Leadership Development
		Summary
		Notes
	Chapter 10 Corporate Culture Management
		The Nature of Corporate Culture
		Key Dimensions of Corporate Culture
		The Impact of Corporate Culture on Organizational Success and Financial Performance
		Strong and Weak Cultures
		Functional and Dysfunctional Cultures
		Real versus Nominal Corporate Culture
		Manifestations of Corporate Culture
		How Corporate Culture Changes
		How to Manage Corporate Culture
		The Importance of Cultural Norms
		Corporate Culture at Different Stages of Organizational Development
		Summary
		Notes
Part 3 Special Aspects of Organizational Transitions in Growing and Changing Enterprises
	Chapter 11 Building Sustainably Successful Nonprofits
		Applying the Pyramid of Organizational Development to Nonprofits
		Applying the Stages of Organizational Growth and Growing Pains to Nonprofits
		Strategic Planning in Nonprofits
		Organizational Structure and Structure Management in Nonprofits
		Management and Leadership Development in Nonprofits
		Performance Management in Nonprofits
		Culture Management in Nonprofits
		Summary
		Notes
	Chapter 12 The Challenge of Leadership Throughout the Organizational Life Cycle
		The Nature of Leadership
		Styles of Leadership
		Factors Influencing the Choice of Leadership Style
		Two Sets of Leadership Tasks
		The Leadership Molecule
		Emergence and Development of a Leadership Molecule in Organizations
		Design of a Leadership Molecule
		Empirical Support for the Leadership Molecule Model
		The Leadership Molecule at Different Stages of Growth
		Implications of the Leadership Molecule for Building Successful Organizations
		Summary
		Notes
	Chapter 13 Building Sustainably Successful Organizations® The Frameworks, Tools, and Methods in Action
		Organizational Development at American Century Investments
		Organizational Development at Infogix
		Organizational Development at Bell-Carter Foods
		SmileSaver
		Organizational Development at Ballistic Cell
		Organizational Development at GroundSwell
		Conclusion
		Notes
About the Authors
Index
EULA