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008 240426t20182007nyu fo d z eng d
020 _a9781501711329
_qPDF
024 7 _a10.7591/9781501711329
_2doi
035 _a(DE-B1597)9781501711329
035 _a(DE-B1597)503369
035 _a(OCoLC)1038481295
040 _aDE-B1597
_beng
_cDE-B1597
_erda
050 4 _aHD9696.A3U655 1997
072 7 _aBUS042000
_2bisacsh
082 0 4 _a338.7/61004165
084 _aonline - DeGruyter
100 1 _aZell, Deone
_eautore
245 1 0 _aChanging by Design :
_bOrganizational Innovation at Hewlett-Packard /
_cDeone Zell.
264 1 _aIthaca, NY :
_bCornell University Press,
_c[2018]
264 4 _c©2007
300 _a1 online resource (192 p.) :
_b10 charts
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_bPDF
_2rda
505 0 0 _tFrontmatter --
_tCONTENTS --
_tFIGURES --
_tACKNOWLEDGMENTS --
_tPART1: A NEW ECONOMIC LANDSCAPE --
_t1. INTRODUCTION --
_t2. THE RISE AND FALL OF MASS PRODUCTION --
_t3. NEW BUSINESS PRINCIPLES AND PRACTICES --
_t4. STRATEGIES FOR CHANGE --
_tPART 2: WORK REDESIGN AT HEWLETT-PACKARD --
_t5. THE SETTING AND RESEARCH METHODS --
_t6.The Roseville Surface Mount Center Redesign --
_t7. THE SANTA CLARA DIVISION REDESIGN --
_tPART 3: CHANGING BY DESIGN --
_t8. REDESIGNING ORGANIZATIONS AS SYSTEMS --
_t9. HARNESSING HUMAN POTENTIAL --
_tREFERENCES --
_tINDEX
506 0 _arestricted access
_uhttp://purl.org/coar/access_right/c_16ec
_fonline access with authorization
_2star
520 _aHow do corporations achieve change? In the first analytic book about Hewlett-Packard, Deone Zell also offers an ethnography of corporate redesign, documenting Hewlett-Packard's radical reorganization of both a manufacturing and a research division. Because she writes from within the process as it unfolds, Zell is able to demonstrate how the inclusion of employees in every step of redesign can inspire the knowledge and commitment to transform an organization. Hewlett-Packard is among a growing number of companies in the United States exploring what is called sociotechnical systems (STS) redesign. As competitive pressures have grown, interest in STS has increased because it has the potential to catalyze comprehensive organizational change and avoid the pitfalls of a piecemeal or small-scale approach. STS works from the ground up, involving front-line employees in analysis and redesign of the entire organization and in explicit examination of an organization's culture. In Hewlett-Packard's California Personal Computer Division, production operators worked alongside managers to redesign their printed circuit assembly line into self-managing teams of employees. In the Santa Clara Division, a very different workforce of engineers, initially unwilling to standardize their creativity, had to develop commercial applications and become more responsive to customers in order to survive.On the basis of Hewlett-Packard's success, Zell concludes that, with top-level support and a high investment of resources at the outset, redesign can inspire relatively rapid change, especially suitable for organizations in fast-paced environments. As one H-P manager commented, "Empowerment is no longer a nice thing to do. It is now a business imperative."
538 _aMode of access: Internet via World Wide Web.
546 _aIn English.
588 0 _aDescription based on online resource; title from PDF title page (publisher's Web site, viewed 26. Apr 2024)
650 4 _aGeneral Economics.
650 4 _aLabor History.
650 7 _aBUSINESS & ECONOMICS / Management Science.
_2bisacsh
850 _aIT-RoAPU
856 4 0 _uhttps://doi.org/10.7591/9781501711329
856 4 0 _uhttps://www.degruyter.com/isbn/9781501711329
856 4 2 _3Cover
_uhttps://www.degruyter.com/document/cover/isbn/9781501711329/original
942 _cEB
999 _c221550
_d221550