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Organization Change
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Organization Change
Theory and Practice

Fifth Edition (International Student Edition)
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June 2017 | 472 pages | SAGE Publications, Inc
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

 

Supplements

Instructor Resource Site

Instructor Resources:

  • Microsoft Word® test bank
  • Chapter-specific PowerPoint slides
  • Sample course syllabi
  • Video and multimedia resources
  • Access to full-text SAGE journal articles

Preview this book

For instructors

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ISBN: 9781506386492
£62.00