v>EPA
United States
Environmental Protection
Agency
and ubraty
Washington DC 20460
EPA/IMSD/88-U"
September 1983
Selected Management Articles:
Management Transition
PEOPLE
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MANAGEMENT TRANSITION
SEPTEMBER 1988
By Mary Hoffman
EPA Headquarters Library
Information Management & Services Division
U.S. Environmental Protection Agency
401 M Street, S.W. Room 2904M
Washington, D.C. 20460
(202) 382-5922
. Protection Agency
.liS'loli £- Library ioPL-16)
£50 S. Daart-orn Street, Hooni 167Q
Ciicaso, I|-
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INTRODUCTION
During the coining months senior managers will need to
confront changes in their management as a new administration and
its team begin to take the reins of control. Through this period
of transition many managers will likely find themselves faced
with orientation of new bosses and their advisors. This transition
period can involve psychological stress as well as administrative,
technical, modification and organization challenges.
To help better prepare managers for this period the
Headquarters Library staff have prepared the attached
bibliography of citations from relevant journal articles. Also
recent books which address these concerns are listed. In addition
to this bibliography the Headquarters Library has also recently
published a similar bibliography entitled "Overcoming Resistance
to Change." For further information on these listings or other
selected topics please contact Mary Hoffman at 382-5924.
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TABLE OF CONTENTS
INTRODUCTION
I. Journal Article citation 1,
II. Books 5,
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I. JOURMAL ARTICLES
87013708
Tbe Wilderness Lab Comes of Age
Long, Janet W.
Training & Development Jrnl v41n3 PP: 30-39 Mar 1987
AVAILABILITY: ABI/INFORM
A wilderness lab can help organizations address such diverse
challenges as: 1. transition management during mergers and
acquisitions, 2. conscious culture change, 3. interdisciplinary
team building among sales and technical support staff,
and 4. union-management collaboration. Responsible, competent
design and facilitation is essential for the wilderness lab
to be effective and safe. Corporations can use the wilderness
lab for leadership development. After determining program goals,
teams take on a series of carefully structured mental and
physical challenges, intended to be metaphors for professional
challenges in the organizational setting, success will depend not
on physical strength, but on a team's ability to solve problems
creatively, allocate diverse resources effectively, maintain
commitment of team members, and develop powerful support networks.
Some critical elements for tapping the power of the wilderness lab
experience involve unfamiliar tasks and settings, imagery, common
language, diversity, and perceived risk. Charts.
86037647
Managing Organizational Transitions
Bridges, William
Organizational Dynamics vlSnl PP: 24-33 Summer 1986
AVAILABILITY: ABI/INFORM
Change is a necessity in institutions, and it may happen at a
particular time or in several stages at different times. However,
transition is a 3-part psychological process that extends over a
long period of time and cannot be planned or managed by the same
rational formulas that work with change. In the '•ending phase,1*
people undergo: l. disengagement, 2. disidentification, and 3.
disenchantment. In the "'neutral zone phase,11 they experience:
1. disorientation, 2. disintegration, and 3. discovery. To overcome
the difficulties in these phases, transition managers need to
implement activities that will compensate people for the losses.
The new beginning must then be built on the new orientation
and identity that emerge in the neutral zone. Since successful
change requires managing many individual transitions, transition
management will be a key executive skill in the future. References.
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85033168
How to Manage Organizational Transition
Bridges, William
Training v22n9 PP: 28-32 Sep 1985
AVAILABILITY: ABI/INFORM
Transition is an inner reorientation process through which
individuals and teams pass when some change requires them
to start doing things differently. Transitions often determine
whether or not changes work; resistance to transition may
abort the best-laid of plans. Moreover/ resistance should
not be attacked by intervening in the wrong place — in the change
rather than in the transition process. The first step in
intervening in the transition process is to examine the reverberations
an organizational transition will produce in relation to: 1. loss of
identity, 2. loss of meaning, 3. loss of control, 4. loss of belonging,
and 5. loss of a future. An educational effort should be
launched to help people understand the transition process and how it
will affect them. A task force can be created to monitor the
transition process as it moves through the organization. Training
programs, such as general workshops, management programs, career
development programs, and consultations, can be implemented to
help people move through transition.
84012012
Managing Work Force Reduction
Price, Richard H.; D'Aunno, Thomas
Human Resource Mgmt v22n4 PP: 413-430 Winter 1983
AVAILABILITY: ABI/INFORM
At times of workforce reduction, the human resource manager can
play the valuable role of transition manager, managing the relationships
among key parties affected, including workers, the union, the
community, and the company itself. The goal of effective transition
management is to promote the exchange or resources to optimize
outcomes for all key parties. The transition manager must not only
manage company ties with key parties, but also manage the secondary
ties which link key parties. The transition brought about by workforce
reduction involves a complex flow of resources, such as information,
skills, money, and legitimacy, among the various key parties. Resource
flows must be managed to the mutual benefit of all concerned, so
that workers are provided with unemployment and job-finding benefits,
the community is able to adapt to economic and social losses, and
the company achieves financial stability without incurring loss
of reputation or regulatory interference.
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82022860
Transition Management: An in-Depth Look at Managing Complex
Change
Ackerman, Linda S.
Organizational Dynamics vllnl PP: 46-66 Slimmer 1982
AVAILABILITY: ABI/INFORM
A reorganization involving a move from a functional to a business-
line structure at Sun Petroleum Products Co. is described. The
reorganization impacted most major aspects of the company and
required a comprehensive transition planning effort. The 7 phases
of the transition management process are described: 1. the assessment
study, 2. designing the new state, 3. planning and
organizing for the transition, 4. development of the transition
plan, 5. implementation of the plan, 6. formalization of the new
state, and 7. evaluating the transition. The transition management
strategy used by Sun encompassed 2 forms of management: one to
operate the business and one to oversee the implementation. The 2
worked separately but collaboratively. A transition manager should be
placed on special full-time assignment to oversee the implementation.
This manager should be supported by a team of resource people. The team's
efforts should be integrated into a master transition plan which
guides the organization. The transition management approach requires
special conditions in order to be successful. It also demands a
different way of thinking about and leading the organization as it
changes. Charts. References.
80012937
Archetypes of Organizational Transition
Miller, Danny; Friesen, Peter
Administrative Science Qtrly v25n2 PP: 268-299 Jun 1980
AVAILABILITY: ABI/INFORM
Research into how organizations adjust to their environments has
made little progress due to the limitations of the most popular approach
to such research, contingency theory. A more complex and unorthodox
methodology is adopted and applied to the identification of patterns
of organizational transition.Twenty-four environmental, organizational
and strategy-making variables are used to describe adaptation
patterns. A Q-type factor analysis is applied to group the patterns
indicated by the data. The groups are then statistically tested
and identified as archetypes of organizational transition if
they meet 3 requirements: l. The group is potentially predictive.
2. The group is stable within and across different data bases.
3. The group can be easily found by replicators of the research.
On this basis, 9 transition archetypes are identified: 1.
fragmentation, 2. entrepreneurial revitalization, 3. consolidation,
4. toward stagnation, 5. centralization, boldness, and abandon,
6. initiation by fire, 7. maturation, 8. trouble-shooting, and
9. formalization and stability. References. Graph. Diagram. Appendices.
Table.
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78014128
Transition Management in a Changing Environment
Mack, Harold
Personnel Jrnl v57n9 PP: 492-495,516-517 Sept. 1978
AVAILABILITY: ABI/INFORM
A company forced to reduce its workforce due to improved
technology asked an organization development consultant to facilitate
the reassignment of surplus mangers to new positions in the data
processing divisions. A 4-point plan to evaluate the situation was
used. It involved: 1. meeting with existing personnel to discuss
possible problems, 2. talking with supervisors about expectations,
3. talking with reassigned managers about their feelings, and 4.
summarizing the data collected. The interaction between management
and the individuals being transferred is a vital aspect of transition
management. Recommended transition guidelines include: 1. Communicate
in full. 2. Offer a choice. 3. Maintain close personal contact. 4. Plan
orientation. 5. Seek professional guidance. 6. Start a support
system. 7. Do not neglect departing employees.
132652 TDJ77A0050
THE BOLE OF TRAINING IN THE CHANGEOVER OF GOVERNMENTAL
ADMINISTRATION.
BROWN, D.S.
TRAINING AND DEVELOPMENT JOURNAL, JAN 1977, P. 50-55.
THE TURNOVER AT THE TOP LEVELS OF THE EXECUTIVE BRANCHES OF
FEDERAL, STATE, AND LOCAL GOVERNMENTS EVERY FOUR YEARS PLACES
A PREMIUM UPON EFFECTIVE LEADERSHIP ORIENTATION. BRIEFING BOOKS,
THE TRADITIONAL TRANSITION INSTRUMENTS, ARE NOTORIOUSLY INADEQUATE.
THERE IS A SERIOUS NEED FOR SYSTEMATIC PERSONAL, FORMALIZED TECHNIQUES O.
"VESTIBULE TRAINING".
132014 PRJ77B00013
WASHINGTON FOCUS.
HATTAL, A.M.
PUBLIC RELATIONS JOURNAL, VOL.33, NO.2, FEB 1977, P. 1.
THE RIGORS OF A TRANSITION OF POWER ALWAYS TAX THE ALREADY
BURDENED GOVERNMENT PUBLIC RELATIONS APPARATUS. THE LAME DUCKS IN
WASHINGTON ARE FAIR GAME FOR MEDIA CRITICISM AND THEIR EFFORTS TO SLIP
FROM THE PUBLIC EYE ARE DIFFICULT.
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II. BOOKS
The books listed here are not in the EPA Headquarters
Library, but should be available in bookstores or at your local
public library. Interlibrary loans requests may be made for
them.
The Executive Challenge: Managing Change & Ambiguity
McCaskey, Michael B.
231p.
Ballinger Pub 1982
Text ed. $29.95x
ISBN: 0-273-01846-9
LCCN: 82-000628
STATUS: Active entry
SUBJECT HEADINGS: BUSINESS (00522016); MANAGEMENT (0028905X)
The Inner Game of Management: Hov to Make the Transition to a Managerial
Role
Flamholtz, Eric G.
225p.
AMACOM 10/1987
Trade $18.95
ISBN: 0-8144-5867-X
STATUS: Active entry
SUBJECT HEADINGS: MANAGEMENT (0028905X)
Innovating to Compete: Lessons for Diffusing & Managing Change
in the Workplace
Walton, Richard E.
SERIES: Management Ser.
Jossey-Bass 10/1987
Text ed. $25.95x
ISBN: 1-55542-056-7
LCCN: 87-045426
STATUS: Active entry
SUBJECT HEADINGS: BUSINESS INTELLIGENCE (oooeeisi)
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Management Turnover in Tennessee Government
Olshfski, Dorothy; Cunningham, Robert
SERIES: studies in Tennessee Politics
93p.
Bureau Pub Admin U Tenn 05/1985
pap. text ed. $5.00
ISBN: 0-914079-12-3
STATUS: Active entry
SUBJECT HEADINGS: TENNESSEE-POLITICS AND GOVERNMENT (00463875)
PBIP SUBJECT HEADINGS: GOVERNMENT AND POLITICAL SCIENCE-CITY AND STAT
PLANNING AND URBAN DEVELOPMENT (00001041)
Managerial Job Change: Men & Women in Transition
Nicholson, Nigel; West, Michael
SERIES: Management & Industrial Relations Ser.,; No. 12
300p.
Cambridge U Pr 02/1988
Trade $44.50; pap. $16.95
ISBN: 0-521-33459-4; 0-521-35744-6
STATUS: Active entry
Illustrated
SUBJECT HEADINGS: EXECUTIVES (00163533); CAREER CHANGES (01041952)
PBIP SUBJECT HEADINGS: BUSINESS-MANAGEMENT (00004522)
Managing organisational Transitions
Kimberly, John R.; Quinn, Robert E.
Irwin 1984
Trade $18.95x
ISBN: 0-256-03136-3
STATUS: Active entry
SUBJECT HEADINGS: MANAGEMENT (0028905X); BUSINESS ENTERPRISES (00066059)
Nev Futures: The Challenge of Managing Corporate Transitions
Kimberly, John R.-Editor; Quinn, Robert E.-Editor
First U.S. Ed. 300p.
Dow Jones-Irwin 07/1984
Trade $22.50
ISBN: 0-87094-470-3
LCCN: 83-073364
STATUS: Out of print (02-87)
SUBJECT HEADINGS: MANAGEMENT (0028905X)
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Organisation Development: Managing Change in the Public Sector
zawacki, Robert A.; Warrick, D. D.
307p.
Intl Personnel Mgmt 1976
Text ed. $14.00 softcover; Text ed. $12.00 members
ISBN: 0-317-34567-2; 0-317-34568-0
STATUS: out of print (08-85)
SUBJECT HEADINGS: ORGANIZATIONAL CHANGE (00650742)
PBIP SUBJECT HEADINGS: GOVERNMENT AND POLITICAL SCIENCE-PUBLIC AFFAIRS
AND PUBLIC ADMINISTRATION (00001181)
Organisation Transitions & Innovation Design
Clark, Peter; Starkey, Ken
Pub. by Pinter Pubs UK 252p.
Columbia U Pr 03/1988
Trade $35.00
ISBN: 0-86187-646-6
STATUS: Active entry
SUBJECT HEADINGS: ORGANIZATION (003443IX)
Organizational Transitions: Managing Complex Change
Beckhand, Richard; Harris, Reubin T.
SERIES: A-W Organization Development Ser.
12 8p.
Addison-Wesley 03/1987
pap. text ed. write for info.
ISBN: 0-201-10887-9
STATUS: Active entry
Illustrated
SUBJECT HEADINGS: MANAGEMENT (0028905X); ORGANIZATIONAL CHANGE (00650742)
PBIP SUBJECT HEADINGS: BUSINESS-MANAGEMENT (00004522)
Surviving Transition: Rational Management in a World of Mergers,
Layoffs, Start-Ups, Takeovers, Divestitures, Deregulation & New
Technologies
Bridges, William
216p.
Doubleday 02/1988
Trade $18.95
ISBN: 0-385-23761-8
LCCN: 87-019978
STATUS: Active entry
SUBJECT HEADINGS: MANAGEMENT (0028905X)
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MANAGEMENT BIBLIOGRAPHIES PREPARED BT THE
EPA HEADQUARTERS LIBRARY
1. EXCELLENCE IN ORGANIZATIONS,
by Mary Hoffman. November 1986,
2. TECHNICAL EXPERT TURNED MANAGER,
by Mary Hoffman, March 1987.
3. SUPERVISORS AND HUMAN RESOURCES MANAGEMENT,
by Mary Hoffman, June 1987.
EPA/IMSD-87-006.
4. INTRAPRENEURSHIP: THE EMERGING FORCE,
by Mary Hoffman, September 1987.
EPA/IMSD-87-009.
5. RESISTANCE TO CHANGE,
by Mary Hoffman, December 1987.
EPA/IMSD-87-011.
6. MANAGING IN THE PUBLIC SECTOR,
by Mary Hoffman, March 1988.
EPA/IMSD-88-003.
7. MANAGEMENT TRANSITION,
by Mary Hoffman, September 1988,
EPA/IMSD-88-005.
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