Organization Change: Theory and PracticeSAGE, 14 jun 2002 - 326 páginas "Burke manages to integrate the extant theories of organizational change with case examples that make the theories come alive. He skillfully combines his strong interests in the abstract with his four decades of practical, personal experience in facilitating large-scale organizational change efforts. This book is clearly the work of a master at the peak of his career." --LEONARD D. GOODSTEIN, Consulting Psychologist and Former CEO, American Psychological Association Organizations change internally at a much slower pace than the external environments in which they function, and must continually evolve to keep pace. Further, these environments are in constant flux and challenge the assumption of continuity on which organizations are created and developed. Now more than ever, there is a clear need for a greater understanding of how to understand, lead, manage, and change organizations.Organization Change: Theory and Practice provides an overview of the theoretical and research foundation for our current understanding of organization change, including the nature and types of change organizations experience. The author reviews various models, including a new model developed by Burke-Litwin, and uses cases to demonstrate how these models can be used to diagnose change issues in organizations. Emphasizing planned, revolutionary change over the typical gradual, evolutionary change organizations experience, Burke combines and integrates theory and research with application for insight into all aspects of organization change. This book will prove invaluable to students and professors of MBA-level courses in organization change, organization psychology, industrial psychology, and organizational behavior. It will also benefit professionals and consultants in need of a reference for analyzing organizations.About the Author: 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. He is also senior advisor to the organization and change strategy practice of PricewaterhouseCoopers LLP. |
Índice
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 | |
Otras ediciones - Ver todo
Organization Change: Theory and Practice W. Warner Burke No hay ninguna vista previa disponible - 2002 |
Términos y frases comunes
Referencias a este libro
Organization Development: Principles, Processes, Performance Gary McLean Vista previa restringida - 2005 |
Promoting Well-Being: Linking Personal, Organizational, and Community Change Isaac Prilleltensky,Ora Prilleltensky No hay ninguna vista previa disponible - 2006 |

