The Organizational Hologram: The Effective Management of Organizational Change

1. Front Matter

   Pages i-xxii

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2. Introduction to the Organizational Hologram

   1. Front Matter

      Pages 1-1

      PDF

   2. The Organizational Hologram

      • Kenneth D. Mackenzie

      Pages 3-23

   3. The Need for Organizational Holograms

      • Kenneth D. Mackenzie

      Pages 25-46

   4. Overview of the Theory of the Organizational Hologram

      • Kenneth D. Mackenzie

      Pages 47-70

   5. The Crisis at White Metals and Manufacturing, Inc.

      • Kenneth D. Mackenzie

      Pages 71-100

3. Underlying Concepts of The Organizational Hologram For the Efficiently Adaptable Organization

   1. Front Matter

      Pages 101-101

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   2. Combined Congruency

      • Kenneth D. Mackenzie

      Pages 103-138

   3. A Congruency Diagnosis of the Euphoria School District

      • Kenneth D. Mackenzie

      Pages 139-169

   4. Managing Combined Congruency to Improve Productivity and Adaptability

      • Kenneth D. Mackenzie

      Pages 171-194

   5. Achieving Organizational Level Congruency

      • Kenneth D. Mackenzie

      Pages 195-225

   6. Principles for Problem Solving in the Organizational Hologram

      • Kenneth D. Mackenzie

      Pages 227-269

   7. Motivating, Rewarding and Bonding in the Organizational Hologram

      • Kenneth D. Mackenzie

      Pages 271-300

   8. Improving White Metals and Manufacturing, Inc.

      • Kenneth D. Mackenzie

      Pages 301-331

4. Main Properties of the Organizational Hologram

   1. Front Matter

      Pages 333-333

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   2. The Holonomic Processes of the Organizational Hologram

      • Kenneth D. Mackenzie

      Pages 335-362

   3. Major Desired Organizational Characteristics for the Efficiently Adaptable Organization

      • Kenneth D. Mackenzie

      Pages 363-387

   4. The Holonomic Cube

      • Kenneth D. Mackenzie

      Pages 389-406

   5. Macro Principles of the Efficiently Adaptable Organization

      • Kenneth D. Mackenzie

      Pages 407-425

   6. Summary and Conclusions

      • Kenneth D. Mackenzie

      Pages 427-448

Previously, the conventional wisdom about organizations was "If it's not broken, then don't fix it. " Today, the new dictum seems to be "If it works, make it work better. " There is a shift from a posture of reaction to one that embraces change. The prevailing wisdom is changing because many of our organizations are now or will soon be in a state of crisis. Every day we read about a proud old firm going bankrupt, manufacturers who must cut costs and retrench in order to survive, and failures in our governmental agencies. Who's next? Many organizations are failing but others are doing well. All wonder if something terrible could happen to their organization. Thus, it seems prudent to anticipate and proactively manage change rather than to passively sit by until some crisis strikes. All of us know that any organization can be improved. There will always be a gap between some desired state and our current reality. There will always be differences among people about what is desirable and what is not. Every change energizes these gaps. Because there are so many changes taking place, it is no wonder that there is continuous clamor for organizational change. These gaps and differences are the source of problems. Once a problem is recognized and agreed to, efforts are made to generate a solution to it. Every solution has both its intended and unintended consequences.

• management
• organization
• productivity

`It is a well-thought through and solid book that keeps its feet on the ground, but does not shy away from innovative and unconventional thinking...
It is a very comprehensive book that is able to leverage both academic concepts and practical realities to advance the state of the art in managing organizational change.'
Omar El Sawy, USC

• School of Business, University of Kansas, Lawrence, USA

  Kenneth D. Mackenzie

• Mackenzie And Company, Inc., Lawrence, USA

  Kenneth D. Mackenzie

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