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"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.

Tabla de contenidos provista por Syndetics

• Preface
• 1 Rethinking Organization Change
• The Paradox of Planned Organization Change
• Making the Case for Organization Change
• Personal Declarations and Points of View
• 2 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 OD
• Coercion and Confrontation
• Management Consulting
• 3 Theoretical Foundations of Organizations and Organization
• Change
• Open Systems 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
• 4 The Nature of Organization Change
• Revolutionary Change
• Evolutionary Change
• Revolutionary Change-Case Example
• Evolutionary Change-Case Example
• The Tools for Assessment and Ratings
• Data Summary of the Firm's Partners
• 5 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
• 6 Organization Change: Research and Theory
• Reviews of Organization Change Research
• More Recent Approaches to Research and Theory
• Organization Models
• Organization Change Theory
• Current Thinking Regarding Organization Change and Theory
• System Responses to Organization Change
• 7 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
• 8 Integrated Models for Understanding Organizations and for Leading and Managing Change
• What Is an Organizational Model?
• Why Use an Organization Model?
• Organization Models and Organization Change
• Weisbord's Six-Box Model
• The Nadler-Tushman Congruence Model
• Tichy's TPC Framework
• A Comparison of the Three Models
• 9 The Burke-Litwin Causal Model of Performance and Change
• Background
• The Model
• Transformational and Transactional Dimensions
• Support for the Model's Validity
• Influence of the External Environment
• The Transformational Factors
• The Transactional Factors
• 10 Application of the Burke-Litwin Model
• Case 1 Dime Bancorp, Inc.
• Case 2 British Broadcasting Corporation (BBC)
• 11 Leading Organization Change
• Does Leadership Matter?
• On Defining Leadership
• Toward Further Definition
• Phases of Organization Change and the Leader's Role
• The Pre-launch Phase
• The Launch Phase
• Post-launch-Further Implementation
• Sustaining the Change
• 12 Organization Change: Epidemics, Integration and Future Needs
• The Tipping Point
• Applying the "Tipping Point" Principles to Planned Organization Change
• Changing the Organization
• Organization Change: What We Need to Know
• Priorities
• Conclusion
• References
• Appendix: Annotated Bibliography
• Index
• About the Author

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CHOICE Review

Organization Change: Theory and Practice is much more about theory than it is about practice. Although the book features several examples and some more detailed cases of organizational change, the main focus throughout remains on theory. Thus, this work serves as an excellent review of organizational change theory and provides insights into the connections between and among the several streams of research over several decades. Writing in the first person, Burke (Teachers College, Columbia Univ.) communicates his fascination with the complexity of organizations and the challenges of organizational change. While his own numerous contributions to the theory of organizational change are apparent, the tone is one of humility as he delineates the many challenges that remain to understanding change and change leadership. The closing chapter, which highlights "what we need to know" yet about organization change, should be particularly helpful to those looking for an opportunity to advance their research in this field. Summing Up: Recommended. Graduate, faculty, and research collections. B. J. Keinath University of Minnesota Crookston

Notas de autor provistas por Syndetics

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.