Organization Change: Theory and Practice provides a range of theories, models and perspectives, helping leaders, managers and employees to understand both how to implement planned change, and how to handle unexpected change.
The Fifth edition contains the latest research in the field of Organizational change, seven new case studies on effective and ineffective change, and an examination of the evolutionary and revolutionary nature of change. Organization change in not-for-profit organizations is also addressed with a brand new chapter on healthcare and government organizations.
The book is complimented by a companion website featuring a range of tools and resources for instructors, including a Microsoft Word® test bank, chapter-specific PowerPoint slides, Sample course syllabi, video and multimedia resources and access to full-text SAGE journal articles.
Suitable reading for undergraduate and postgraduate students.
Chapter 1: Sources for Understanding Organization Change
Introduction and Overview
A Short Story of Launching Organization Change
Chapter 2: Rethinking Organization Change
The Paradox of Planned Organization Change
Making the Case for Organization Change
Personal Declarations and Points of View
A Closing Request
Chapter 3. A Brief History of Organization Change
Scientific Management
The Hawthorne Studies
Industrial Psychology
Survey Feedback
Sensitivity Training
Sociotechnical Systems
Organization Development
The Managerial Grid and Organization Development
Coercion and Confrontation
Management Consulting
Chapter 4: Theoretical Foundations of Organizations and Organization Change
Open-System Theory
Characteristics of Open Systems
Organization Change Is Systemic
Toward a Deeper Understanding of Organization Change
Capra's Three Criteria for Understanding Life
Implications for Organizations and Organization Change
Chapter 5: The Nature of Organization Change
Revolutionary Change
Evolutionary Change
Revolutionary Change: Case Example
Evolutionary Change: Case Example
Chapter 6: Levels of Organization Change: Individual, Group, and Larger System
Change in Organizations at the Individual Level
Individual Responses to Organization Change
Change in Organizations at the Group Level
Group Responses to Organization Change
Change in Organizations at the Larger-System Level
System Responses to Organization Change
Chapter 7: Organization Change: Research and Theory
Reviews of Organization Change Research
Recent Approaches to Research and Theory
Organization Models
Organization Change Theory
Current Thinking on Organization Change and Research
Chapter 8: Conceptual Models for Understanding Organization Change
Content: What to Change
Process: How to Change-A Theoretical Framework
Process: How to Change-Practice Frameworks
Mini-Theories Related to Organization Change
The Content and Process of Strategic Change in Organizations
Strategies for Effecting Change in Human Systems
Chapter 9: Integrated Models for Understanding Organizations and for Leading and Managing Change
What Is an Organizational Model?
Why Use an Organizational Model?
Organizational Models and Organization Change
A Comparison of the Three Models
Chapter 10: The Burke-Litwin Causal Model of Organization Performance and Change
Background
The Model
Support for the Model's Validity
Chapter 11: Organizational Culture Change
Experiencing Organizational Culture
The British Airways Story: A Case of Culture Change
You Don't Change Culture by Trying to Change the Culture
A Theoretical Summary of the British Airways Story
Chapter 12: Understanding and Working With Loosely Coupled Systems
The Case of Change at the A. K. Rice Institute
Organizational Structure and Loosely Coupled Systems
Loosely Coupled Systems
Chapter 13: Those Other Organizations
Chapter 14: Transformational Leadership
Does Leadership Matter?
On Defining Leadership
Toward Further Definition
Characteristics of Executive Leadership
Howard Gardner's Leading Minds
Howard Gardner's Changing Minds
Chapter 15: Leading Organization Change
Phases of Organization Change and the Leader's Role
The Prelaunch Phase
The Launch Phase
Postlaunch: Further Implementation
Sustaining the Change
Chapter 16: Organization Change: Summary and Integration
Applying The Tipping Point Principles to Planned Organization Change
Changing the Organization
Successful Processes of Organization Change
Positive Organization Change
The Look of Change
Chapter 17: Organization Change: What We Need to Know
The Process of Organization Change
Organization Change Leadership
Organizational Structure
Formal and Informal Rewards
Training and Development
Teams and Teamwork in Organizations
Organizational Size
Organizational Performance
Learning Priorities Moving Forward
Conclusion
