Organization Change: Theory and PracticeSAGE, 2002年6月14日 - 326 頁 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. |
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內容
Rethinking Organization Change | 1 |
The Paradox of Planned Organization Change | 2 |
Making the Case for Organization Change | 4 |
Changing Government Agencies | 6 |
Changing Higher Education Institutions and Nonprofit Organizations | 7 |
Summary | 9 |
Personal Declarations and Points of View | 10 |
The Theories of Choice | 11 |
Organization Change Theory | 132 |
Current Thinking Regarding Organization | 139 |
Summary | 141 |
Conceptual Models for Understanding Organization Change | 143 |
What to Change | 144 |
How to ChangeA Theoretical Framework | 146 |
How to ChangePractice Frameworks | 150 |
MiniTheories Related to Organization Change | 156 |
Levels of Organization Change | 12 |
How Organization Change Occurs | 13 |
The Content and Process of Organization Change | 14 |
The Organizational Model of Choice | 15 |
Should Be DataBased and Measured | 16 |
Planned Organization Change Is Complex | 17 |
A Closing Request | 18 |
A Brief History of Organization Change | 19 |
Scientific Management | 20 |
The Hawthorne Studies | 23 |
Industrial Psychology | 26 |
Survey Feedback | 28 |
Sensitivity Training | 30 |
Sociotechnical Systems | 32 |
Organization Development | 34 |
The Managerial Grid and OD | 36 |
Coercion and Confrontation | 38 |
Management Consulting | 40 |
Summary | 42 |
Theoretical Foundations of Organizations and Organization Change | 43 |
Characteristics of Open Systems | 45 |
Organization Change Is Systemic | 49 |
Toward a Deeper Understanding of Organization Change | 51 |
Capras Three Criteria for Understanding Life | 53 |
Implications for Organizations and Organization Change | 58 |
The Nature of Organization Change | 63 |
Revolutionary Change | 64 |
Evolutionary Change | 67 |
Case Example | 70 |
Case Example | 72 |
The Tools for Assessment and Ratings | 75 |
Data Summary of the Firms Partners | 80 |
Conclusion | 81 |
Summary | 82 |
Levels of Organization Change Individual Group and Larger System | 83 |
Change in Organizations at the Individual Level | 84 |
Individual Responses to Organization Change | 92 |
Change in Organizations at the Group Level | 97 |
Group Responses to Organization Change | 102 |
Change in Organizations at the LargerSystem Level | 104 |
System Responses to Organization Change | 111 |
Summary | 114 |
Organization Change Research and Theory | 121 |
More Recent Approaches to Research and Theory The Shift From Normal Science | 127 |
The Organizational Change Research Theory of Porras and Colleagues | 129 |
Organization Models | 131 |
Group Emphasis | 158 |
The LargerSystem Emphasis | 161 |
Summary | 164 |
Strategies for Effecting Change in Human Systems | 168 |
Summary | 172 |
Integrated Models for Understanding Organizations and for Leading and Managing Change | 175 |
What Is an Organizational Model? | 176 |
Why Use an Organizational Model? | 177 |
Organization Models and Organization Change | 179 |
Weisbords SixBox Model | 180 |
The NadlerTushman Congruence Model | 183 |
Tichys TPC Technical Political Cultural Framework | 188 |
A Comparison of the Three Models | 191 |
Summary | 192 |
The BurkeLitwin Causal Model of Organization Performance and Change | 195 |
The Model | 198 |
Transformational and Transactional Dimensions | 201 |
Support for the Models Validity | 209 |
The Influence of the External Environment | 210 |
The Transformational Factors | 211 |
The Transactional Factors | 212 |
Summary | 215 |
Application of the BurkeLitwin Model | 217 |
British Broadcasting Corporation BBC | 226 |
Summary | 238 |
Leading Organization Change | 239 |
Does Leadership Matter? | 240 |
On Defining Leadership | 242 |
Phases of Organization Change and the Leaders Role | 246 |
The Prelaunch Phase | 247 |
The Launch Phase | 257 |
Further Implementation | 260 |
Sustaining the Change | 266 |
Summary | 270 |
Organization Change Epidemics Integration and Future Needs | 273 |
The Tipping Point | 274 |
Applying The Tipping Point Principles to Planned Organization Change | 279 |
Changing the Organization | 283 |
What We Need to Know | 287 |
Priorities | 293 |
Conclusion | 295 |
Annotated Bibliography | 297 |
303 | |
317 | |
About the Author | |