Organization Change 6th Edition - Theory and Practice
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Thay đổi tổ chứcLý thuyết và thực hànhThay đổi là điều thường xuyên xảy ra trong các tổ chức ngày nay. Lãnh đạo, quản lý và nhân viên phải hiểu cách thực hiện thay đổi theo kế hoạch và xử lý những thay đổi bất ngờ. Phiên bản thứ sáu của Thay đổi tổ chức: Lý thuyết và thực hành cung cấp một khám phá mở mang tầm mắt về bản chất của sự thay đổi bằng cách trình bày nghiên cứu dựa trên bằng chứng mới nhất để thảo luận về một loạt lý thuyết, mô hình và quan điểm về thay đổi tổ chức. Tác giả sách bán chạy nhất, W. Warner Burke, đã khéo léo kết nối lý thuyết với thực tiễn với các trường hợp hiện đại về thay đổi tổ chức hiệu quả và không hiệu quả, các ví dụ gần đây về lãnh đạo chuyển đổi và thay đổi có kế hoạch và mang tính cách mạng cũng như các phương pháp hay nhất để tác động đến sự thay đổi thành công. Phiên bản thứ sáu được cập nhật đầy đủ bao gồm một chương mới về bằng chứng hiện tại về sự thay đổi của tổ chức, bao gồm đánh giá các mô hình mang tính quy định về thay đổi theo kế hoạch, các nguyên tắc quản lý thay đổi dựa trên bằng chứng, vai trò của lịch sử tổ chức như một phần của quá trình thay đổi và tác động của người lãnh đạo đến sự thay đổi của tổ chức.
- PrefaceAcknowledgments
- Chapter 1 Sources for Understanding Organization ChangeIntroduction and OverviewA Short Story of Launching Organization Change
- Chapter 2 Rethinking Organization ChangeThe Paradox of Planned Organization ChangeMaking the Case for Organization ChangeChanging CorporationsChanging Government AgenciesChanging Higher Education Institutions and Nonprofit OrganizationsSummaryPersonal Declarations and Points of ViewThe Metaphor of ChoiceThe Theories of ChoiceTypes of Organization ChangeLevels of Organization ChangeHow Organization Change OccursThe Content and Process of Organization ChangeOrganizational ModelsThe Organizational Model of ChoiceOrganization Change Should Be Data-Based and MeasuredPlanned Organization Change Requires LeadershipPlanned Organization Change Is ComplexSummaryA Closing Request
- Chapter 3 A Brief History of Organization ChangeScientific ManagementThe Hawthorne StudiesIndustrial PsychologySurvey FeedbackSensitivity TrainingSociotechnical SystemsOrganization DevelopmentThe Managerial Grid and Organization DevelopmentCoercion and ConfrontationManagement ConsultingSummary
- Chapter 4 Theoretical Foundations of Organizations and Organization ChangeOpen-System TheoryCharacteristics of Open SystemsOrganization Change Is SystemicToward a Deeper Understanding of Organization ChangeCapra’s Three Criteria for Understanding LifePatternStructureProcessImplications for Organizations and Organization Change
- Chapter 5 The Nature of Organization ChangeRevolutionary ChangeEvolutionary ChangeRevolutionary Change: Case ExampleDime Bancorp, Inc.BackgroundOrganizational SurveyEvolutionary Change: Case ExampleThe Tools for Assessment and RatingsBehavioral PracticesMyers–Briggs Type IndicatorNEO-Personality Inventory (NEO-PI)Leadership Assessment Inventory (LAI)Data Summary of the Firm’s PartnersConclusionSummary
- Chapter 6 Levels of Organization Change: Individual, Group, and Larger SystemChange in Organizations at the Individual LevelRecruitment, Selection, Replacement, and DisplacementTraining and DevelopmentCoaching and CounselingIndividual Responses to Organization ChangeResistanceIndividuals Coping With ChangeChange in Organizations at the Group LevelTeam-BuildingSelf-Directed GroupsIntergroupGroup Responses to Organization ChangeChange in Organizations at the Larger-System LevelOrders of ChangeChange PhasesChange FocusChange ProcessesInterorganizationalSystem Responses to Organization ChangeSummary
- Chapter 7 Organization Change: Research and TheoryReviews of Organization Change ResearchRecent Approaches to Research and TheoryThe Shift From “Normal” ScienceThe Organizational Change Research Theory of Porras and ColleaguesOrganization ModelsOrganization Change TheoryCurrent Thinking on Organization Change and ResearchSummary
- Chapter 8 Conceptual Models for Understanding Organization ChangeContent: What to ChangeProcess: How to Change—A Theoretical FrameworkLife-Cycle TheoryTeleological TheoryDialectical TheoryEvolutionary TheoryProcess: How to Change—Practice FrameworksLewin’s Three StepsLewin’s Three Steps Expanded: ScheinPhases of Planned ChangeOrganization Change as a TransitionMini-Theories Related to Organization ChangeIndividual EmphasisNeed Theory: Maslow/HerzbergExpectancy Theory (Cognitive): Vroom/LawlerJob Satisfaction: Hackman and OldhamPositive Reinforcement: SkinnerGroup EmphasisThe Group as the Focus of Change: LewinChanging Values Through the Group: ArgyrisThe Group Unconscious: BionThe Larger-System EmphasisParticipative Management: The One Best Way—LikertIt All Depends: Lawrence and LorschThe Organization as a Family: LevinsonSummaryThe Content and Process of Strategic Change in OrganizationsStrategies for Effecting Change in Human SystemsEmpirical-Rational StrategiesNormative-Reeducative StrategiesPower-Coercive StrategiesSummary
- Chapter 9 Integrated Models for Understanding Organizations and for Leading and Managing ChangeWhat Is an Organizational Model?Why Use an Organizational Model?Organizational Models and Organization ChangeWeisbord’s Six-Box ModelThe Nadler–Tushman Congruence ModelInputsOutputsThe Transformation ProcessCongruence as the Concept of FitTichy’s TPC FrameworkA Comparison of the Three ModelsSummary
- Chapter 10 The Burke–Litwin Causal Model of Organization Performance and ChangeBackgroundThe ModelTransformational and Transactional DimensionsSupport for the Model’s ValidityThe Influence of the External EnvironmentThe Transformational FactorsThe Transactional FactorsSummary
- Chapter 11 Organizational Culture ChangeExperiencing Organizational CultureThe British Airways Story: A Case of Culture ChangeYou Don’t Change Culture by Trying to Change the CultureA Theoretical Summary of the British Airways StorySummary
- Chapter 12 Understanding and Working With Loosely Coupled SystemsThe Case of Change at the A. K. Rice InstituteEnter External Consultant (Yours Truly)Action StepsA Volunteer OrganizationChanging Deep StructureDealing With Resistance and AmbivalenceGroup Relations Versus Organization DevelopmentOrganizational Structure and Loosely Coupled SystemsLoosely Coupled SystemsVoice of CausationVoice of TypologyVoice of Direct EffectsVoice of CompensationVoice of Organizational OutcomesSummary
- Chapter 13 Healthcare and Government OrganizationsImportant Characteristics of Healthcare and Government OrganizationsChanging Health Care OrganizationsChanging Government OrganizationsSummary and Some Conclusions
- Chapter 14 Transformational LeadershipDoes Leadership Matter?On Defining LeadershipToward Further DefinitionThe Leader–Manager DistinctionAuthority and LeadershipTransformational Leadership According to BassCharismatic Leadership (or Idealized Influence)Inspirational MotivationIntellectual StimulationIndividual ConsiderationCharacteristics of Executive LeadershipConceptual ComplexityBehavioral ComplexityStrategic Decision-MakingVisionary and InspirationalSummaryHoward Gardner’s Leading MindsMcKee: A Master StorytellerSummaryHoward Gardner’s Changing Minds
- Chapter 15 Leading Organization ChangePhases of Organization Change and the Leader’s RoleThe Prelaunch PhaseLeader Self-ExaminationThe External EnvironmentEstablishing the Need for ChangeProviding Clarity of Vision and DirectionThe Launch PhaseCommunicating the NeedInitial ActivitiesDealing With ResistanceResistance Isn’t What It Used to BeSensemakingChange Leader Contributions to ResistanceResistance as a ResourcePostlaunch: Further ImplementationMultiple LeverageTaking the HeatConsistencyPerseveranceRepeating the MessageSustaining the ChangeUnanticipated ConsequencesMomentumChoosing SuccessorsLaunching Yet Again New InitiativesSummary
- Chapter 16 The Change Leader: Selection and DevelopmentGetting Leadership Selection and Development RightSelectionDevelopmentLearning AgilityPositive Organization ChangeTrustSummary
- Chapter 17 Organization Change: Moving Forward With EvidenceRecent Reviews of Organizational Change Based on an Integration of Management Practice and ScholarshipPrescriptive Models of Planned Organizational ChangeEvidence-Based Principles of Change ManagementThe Role of an Organization’s History as Part of the Change ProcessHistory-as-FactHistory-as-PowerHistory-as-SensemakingHistory-as-RhetoricLeaders’ Impact on Organization ChangeLeader Actions and OutcomesLeader Actions and BehaviorsSummary
- Chapter 18 Organization Change: Summary and IntegrationApplying the Tipping Point Principles to Planned Organization ChangePrelaunchThe LaunchPostlaunchSustaining the ChangeChanging the OrganizationSuccessful Processes of Organization ChangeThe Look of ChangeCorporate Culture in the Work of Lawler and WorleyExternal EnvironmentIdentityStrategizingOrganization Design and StructureMeasurementHuman CapitalReward SystemBuilt to ChangeTrendsConclusionAppendix: Annotated BibliographyReferencesIndexAbout the Author
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