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• Title Page
• Copyright
• Preface
• Purpose and Focus
• Intended Audience
• Overview of the Contents
• Key Differences
• Conceptual Thinking
• Note
• Acknowledgments
• Part I: 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
• The Pyramid as a Lens to Build and Evaluate Organizations
• 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 II: 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 III: 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
• Eric G. Flamholtz, PhD
• Yvonne Randle, PhD
• Index
• End User License Agreement