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Organization Change : Theory and Practice,9780761914839

Organization Change : Theory and Practice

by
ISBN13:

9780761914839

ISBN10:
0761914838
Format:
Paperback
Pub. Date:
6/14/2002
Publisher(s):
Sage Publications, Inc
List Price: $60.00
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Summary

Organizations are striving to succeed in an increasingly complex global, political, and economic environment. This book provides an overview of the theoretical and research foundation for our current understanding of organization change including the types of change organizations experience.It reviews various models of organization change, including a new model developed by Burke-Litwin, and demonstrates how these models can be used to diagnose change issues in organizations. Separate chapters are devoted to the role of leaders in initiating and implementing change efforts and the more popular change interventions being implemented in organizations today. The concluding chapter discusses implications for further theory development, conducting research on organization change, and planning and managing change in organizations.The book is appropriate for use in advanced courses in the areas of organizational psychology, industrial psychology, and organizational behaviour. In addition, it will be of interest to consultants in organizational change and development that want a better understanding of the field and an update on the current research in this area.

Author Biography

W. Warner Burke is Professor of Psychology and Education and coordinator for the graduate programs in Social-Organizational Psychology, in the Department of Organization and Leadership, at Teachers College, Columbia University, in New York.

Table of Contents

Introduction to the Series xi
Preface xiii
Acknowledgments xvii
Rethinking Organization Change
1(18)
The Paradox of Planned Organization Change
2(2)
Making the Case for Organization Change
4(6)
Changing Corporations
4(2)
Changing Government Agencies
6(1)
Changing Higher Education Institutions and Nonprofit Organizations
7(2)
Summary
9(1)
Personal Declarations and Points of View
10(8)
The Metaphor of Choice
10(1)
The Theories of Choice
11(1)
Types of Organization Change
11(1)
Levels of Organization Change
12(1)
How Organization Change Occurs
13(1)
The Content and Process of Organization Change
14(1)
Organizational Models
14(1)
The Organizational Model of Choice
15(1)
Organization Change Should Be Data-Based and Measured
16(1)
Planned Organization Change Requires Leadership
16(1)
Planned Organization Change Is Complex
17(1)
Summary
17(1)
A Closing Request
18(1)
A Brief History of Organization Change
19(24)
Scientific Management
20(3)
The Hawthorne Studies
23(3)
Industrial Psychology
26(2)
Survey Feedback
28(2)
Sensitivity Training
30(2)
Sociotechnical Systems
32(2)
Organization Development
34(2)
The Managerial Grid and OD
36(2)
Coercion and Confrontation
38(2)
Management Consulting
40(2)
Summary
42(1)
Theoretical Foundations of Organizations and Organization Change
43(20)
Open System Theory
43(2)
Characteristics of Open Systems
45(4)
Organization Change Is Systemic
49(2)
Toward a Deeper Understanding of Organization Change
51(2)
Capra's Three Criteria for Understanding Life
53(5)
Implications for Organizations and Organization Change
58(5)
The Nature of Organization Change
63(20)
Revolutionary Change
64(3)
Evolutionary Change
67(3)
Revolutionary Change: Case Example
70(2)
Evolutionary Change: Case Example
72(10)
The Tools for Assessment and Ratings
75(5)
Data Summary of the Firm's Partners
80(1)
Conclusion
81(1)
Summary
82(1)
Levels of Organization Change: Individual, Group, and Larger System
83(38)
Change in Organizations at the Individual Level
84(8)
Individual Responses to Organization Change
92(5)
Change in Organizations at the Group Level
97(5)
Group Responses to Organization Change
102(2)
Change in Organizations at the Larger-System Level
104(7)
System Responses to Organization Change
111(3)
Summary
114(7)
Organization Change: Research and Theory
121(22)
Reviews of Organization Change Research
121(6)
More Recent Approaches to Research and Theory
127(4)
The Shift From ``Normal'' Science
127(2)
The Organizational Change Research Theory of Porras and Colleagues
129(2)
Organization Models
131(1)
Organization Change Theory
132(7)
Current Thinking Regarding Organization Change and Theory
139(2)
Summary
141(2)
Conceptual Models for Understanding Organization Change
143(32)
Content: What to Change
144(2)
Process: How to Change-A Theoretical Framework
146(4)
Process: How to Change-Practice Frameworks
150(6)
Mini-Theories Related to Organization Change
156(8)
Individual Emphasis
156(2)
Group Emphasis
158(3)
The Larger-System Emphasis
161(3)
Summary
164(1)
The Content and Process of Strategic Change in Organizations
164(4)
Strategies for Effecting Change in Human Systems
168(4)
Summary
172(3)
Integrated Models for Understanding Organizations and for Leading and Managing Change
175(20)
What Is an Organizational Model?
176(1)
Why Use an Organization Model?
177(2)
Organization Models and Organization Change
179(12)
Weisbord's Six-Box Model
180(3)
The Nadler-Tushman Congruence Model
183(5)
Tichy's TPC (Technical, Political, Cultural) Framework
188(3)
A Comparison of the Three Models
191(1)
Summary
192(3)
The Burke-Litwin Causal Model of Performance and Change
195(22)
Background
195(3)
The Model
198(11)
Transformational and Transactional Dimensions
201(8)
Support for the Model's Validity
209(6)
The Influence of the External Environment
210(1)
The Transformational Factors
211(1)
The Transactional Factors
212(3)
Summary
215(2)
Application of the Burke-Litwin Model
217(22)
Case 1: Dime Bancorp, Inc.
217(9)
Case 2: British Broadcasting Corporation (BBC)
226(12)
Summary
238(1)
Leading Organization Change
239(34)
Does Leadership Matter?
240(2)
On Defining Leadership
242(1)
Toward Further Definition
242(4)
Phases of Organization Change and the Leader's Role
246(24)
The Prelaunch Phase
247(10)
The Launch Phase
257(3)
Postlaunch: Further Implementation
260(6)
Sustaining the Change
266(4)
Summary
270(3)
Organization Change: Epidemics, Integration, and Future Needs
273(24)
The Tipping Point
274(5)
Applying the ``Tipping Point'' Principles to Planned Organization Change
279(4)
Changing the Organization
283(4)
Organization Change: What We Need to Know
287(6)
Priorities
293(2)
Conclusion
295(2)
Appendix: Annotated Bibliography 297(6)
References 303(14)
Index 317(9)
About the Author 326


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