Organization change: theory and practice

Abstract

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 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