Organization Change : Theory and Practice

by W. Warner Burke

• ISBN13: 9780761914839
• ISBN10: 0761914838
• Format: Paperback
• Copyright: 2002-06-14
• Publisher: Sage Publications, Inc

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