Book Description
"The Human Side of Organizations" delivers complete, up-to-date, practical information on how people behave in organizations presented in a readable, easy to understand form. The vital information can be used to understand managers, peers or workers. If you work, you need this information to thrive and survive.
FOCUS BOXES/Reality Checks - Bring the work world as it really is into every chapter./Question of Ethics - Presents ethical questions related to the particular chapters' material./A Global Glance - A look at an international aspect of a chapters' concepts./FYI - A new focus box for the 9e./Presents useful hints readers can apply in their daily lives.
Anyone who wishes to better understand managers, peers, or workers can benefit from this book as it covers the vital skills needed to survive and thrive in an organization.
Customer Reviews:
Good Service.......2007-02-24
Received Book in about 2 weeks after purchase. Book was in excellent condition. Good Service.
Exceeded Expectations.......2005-09-30
My textbook came sooner than expected and it was in great condition! The savings were unbelievable and I actually recommended using this seller to everyone in my class.
Book Description
This book provides readers with basic information about human beings and their behavior within the context of a business environment. It includes such issues as how to motivate people, how to give them feedback on their performance, how to influence them, and how to help them cope with stress. By examining the factors that contribute to an ever-changing business world, it will teach readers to develop, train, and motivate high-performance employees in a world of constant change. The Field of Organizational Behavior. Perception and Learning. Individual Work Differences. Motivation in Organizations. Managing Your Own Behavior. Group Dynamics and Teamwork. Decision Making in Organizations. Social and Deviant Behaviors in Organizations. Leading and Coaching Others. Culture, Creativity, and Innovation. Organizational Structure and Design. Technology in Organizations. For managers, or anyone else, who are interested in organizational behavior.
Customer Reviews:
Alright.......1999-11-21
I used this book at Cornell's school of Industrial and Labor Relations in an OB course. It was ok, but I have seen better. The examples are mostly revelant, but sometimes it strays from the covered material. A good book to use to review for the final exam, but if your teacher draws tests from their own lectures, make sure you utilize the index in the back!
Poor theory, good applications.......1999-06-11
This text was used at the University of Wisconsin-Madison for an honors OB course. It served the class well by providing relevant and often humorous applications of theory. However, the descriptions of the actual theories themselves were weak and vague often referring to other concepts not yet learned.
Book Description
In this insightful look at school reform, Robert Evans examines the real-life hurdles to implementing innovation and explains how the best-intended efforts can be stalled by educators who too often feel burdened and conflicted by the change process. He provides a new model of leadership along with practical management strategies for building a framework of cooperation between leaders of change and the people they depend upon to implement it.
Customer Reviews:
Some insight -- missed opportunity.......2005-11-17
This book is a reasonably good discussion of the dynamics of organizational change. But it does not do much that a really top-notch book on organizational behavior and development does. The major advantage of being topically focused on education -- the ability to focus on the mission of education -- is pretty much missed. One of the common pitfalls of school systems is to become focused on the environment for the professionals to the point of insufficient attention to the group at the center of school system's mission -- the students. Evans misses opportunities to integrate the theory and practice of organizational change with such core topics as curriculum, pedagogy, and the impact of theories -- either solidly research-based or faddish -- on the culture and outcomes in the classroom
"Every School Leader should Read this Book!".......2003-05-12
This books is full of inspiration, information, and hope. I am so blessed to have come across this book in the early stages of my educational leadership experience. I have been a principal for less than a year. No matter where my leadership "road" takes me, I am sure that I will always reference the reading of this book as playing a pivotal role in shaping me as a leader. In this respect, it will rank second to only one other powerful book which plays a similar, yet infinitely more powerful role: the Bible.
The Real Side of School Change.......2003-04-02
According to Evans, the goal of this immensely readable and practical book is to help school leaders "implement change in ways that truly `take'." He has divided this project into three parts. In the first, he describes the nature of change; in the second, the dimensions of change; and in the third, the dynamics of leading innovation. Evans' book is perhaps different from others in that he looks at change from where most schools are, not from where he believes they should be. In so doing, he describes what it means for schools to grow and improve given the very human constraints that define an educators' world.
In describing the nature of change, Evans sees a need to move away from common organizational assumptions rooted in Taylor's scientific management practices to assumptions that are more aligned with the nature of today's organizational reality. Given that the environments in which organizations operate today are no longer stable, but turbulent, change strategists must alter the way they seek to improve their organizations. Taylor's legacy assumes efficient organizations are stable, rational, hierarchical, and product-oriented. Evans argues that this "rational-structural" paradigm is less useful than the "strategic-systemic" paradigm, which assumes that efficient organizations are fluid, adaptable, open, and process-oriented. Given that cultures (school cultures as well) are fundamentally conservative, changing schools means changing school cultures. The problem is change challenges peoples' competence, creates confusion and causes conflict. Effective change strategies must harness people's competencies, seek coherence, and work productively with conflict.
In describing the dimensions of change, Evans argues that change must be desirable and feasible. He includes a useful table of tasks of change (p. 56), which describes "unfreezing" the school's culture by increasing the fear of not trying, making change meaningful to the change agents, developing new behaviors and ways of thinking, revising existing structures and norms, and generating support for change. In one of his key chapters, Evans addresses the issue of the "reluctant faculty" and offers an analysis of the faculty member in midcareer (the average age of teachers in the US is forty-five). In part, midcareer educators are where they should be: their personal roles (partner, parent, community member) in life have become important, and the material rewards of work have become necessary expectations. Yet for many, educating young people has become less challenging and the rewards and recognition for what they do have become less frequent. These faculty are isolated and unfreezing them is a significant challenge. Schools must offer more new opportunities for leadership, appropriately recognize and reward teachers at all stages of their careers, and seek new ways for teachers to develop professionally and personally. Additionally, to undertake effective change, schools must assess their organizational capacity by examining six school specific contexts, which Evans describes in some depth: (1) Occupational framework (2) Politics (3) History (4) Stress (5) Finances, and (6) Culture (pp. 119-143).
In the last section of the book, Evans focuses on leadership as a key dimension of innovation. Given that effective reform in today's schools requires trust and consensus, authenticity is the key quality for school leaders - be they teachers, administrators, or parents. Major change, he argues, almost never arises from the bottom up, it comes from purposeful leadership. Purposeful leadership means generating consensus around a school's core purposes and demonstrating tireless commitment to them. Purposeful leadership builds followership and with followership comes change. (Evans offers an exploration of six ways to build optimal participation on pages 246-252.) Leaders should emphasize the positive, keep the path clear (when you add, take something away), and be flexible with timelines. The leader can't ask others to change unless s/he changes first. And, leaders must challenge "unprincipled resistance" from staff who violate group values. Schools, like America's top corporations, must reward people for trying innovations, and avoid punishing failure.
This book, more than most I've ever read, is true to its title. Evans is humane, intelligent, insightful, and realistic. This book continues to enrich me each time I re-read it.
An excellent review of change and leadership.......2000-05-27
A staggeringly good book.Easily the best analysis of the change process in education that I've read-and I've 'force-read' a few. Evans' adopts a holistic approach concentrating on why real innovation is so difficult to achieve successfully. However,there is much sage advice and many cogent observations that are enormously thought-provoking. Although ostensibly about change it is also a marvellous examination of leadership,how educational institutions function and how public policy should be implemented.This is an excellent book in every respect.
group behavioral changes in public school setting.......1998-07-20
Dr. Evans Book is an excellent guide to change making in established organizations; where the carrot and the whip cannot be applied. The main contribution, after an extended anthropological analysis of group dynamics in defined institutional settings, is the postulation about authentic leadership as a catalyst for making changes. This requires the nurturing of positives among teachers. Evans gives examples of situations of conflict and ways to resolve them.
Book Description
This impressive study has many lessons to teach about the role that human resource considerations should play in any large-scale organizational change
Customer Reviews:
This Book Goes Nowhere.......2007-04-17
He says a lot without really saying anything useful in this book. It starts well enough with a few examples, but he never really goes anywhere with them.
Not published in 2003.......2007-02-27
This is a classical book in the area of HRM in M&As. However, this book is not a new version of Buono & Bowditch (1989). It is just a reprint in 2003. So if you are looking for new references of recent studies, you will not find it here...
I think amazon should change March 2003 phrase next to the title since it is misleading.
Average customer rating:
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Behavior in Organizations: Understanding & Managing the Human Side of Work
Jerald Greenberg , and
Robert A. Baron
Manufacturer: Prentice Hall College Div
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Book Description
Even the most carefully planned organizational changes can fail if individuals are not taken into consideration. The Human Side of Change is a step-by-step action plan for the change process that takes full advantage of an organization's greatest resource: its people. From planning to implementation to behavior change, Timothy J. Galpin shows how a well-orchestrated approach--one that pays attention to the soft side
aspects of the process--can make the difference between change for the better and no change at all.
Drawing on a decade of consulting experience with businesses and governments around the world, Timothy J. Galpin outlines a nine-step process for effectively combining the human and technical sides of change for successful mergers, downsizing, and restructuring. The Human Side of Change offers managers, frontline supervisors and human resource professionals valuable tools, techniques, and examples to help them gain support for change at all levels of an organization. With numerous charts, graphs, and a glossary of change-management terms, this book is both an ideal blueprint and an accessible quick reference for the implementation of stable and sustained transformation.
Customer Reviews:
untrustworthy.......2002-06-13
untrustworthy is the term that comes to mind to describe this piece of literature and its author. There really isn't anything "human" about the "change " galpin advocates in reality. In fact after hearing the man speak, one can only get the "whats in it for me" philosophy. Secrecy, abandonment of ethics and morals comes to mind when reviewing the work and the man. Deeply disappointed.
Pithy, Practical Guide to Mapping Change.......2001-06-30
This book is short and to the point. Proceding from the perception of a need to change, it directs the reader through myriads of questions and processes to be able to direct an organization through change.
Galpin points out repeatedly that change is a process that takes a period of time to institute. The model of change proposed is a nine spoked wheel outlining clearly the organizational steps required to proceed through the process. Appendix A and B are lists of questions that need to be addressed in this steps of the change process.
Most useful are the eight topics relevant to change. There is a chapter devoted to each topic. The topics are teams, communications, culture, leadership, goal setting, performance measurement, coaching and rewards.
One of the most important concepts in this book is related to the idea that change cannot occur without changing the culture of the organization. Ten areas of organizational culture are identified. The change agent is encouraged to analyze each area of the culture and change all possible relevant aspects of the culture in order to support the proposed change.
Communication is also stressed. In order to involve all the organizational players, there needs to be communication to and from each person. Ongoing methods of distribution of information and acquiring feedback need to be implemented. It is not enough to passively submit to listening to feedback. Specific feedback needs to be sought.
This reviewer appreciated the pithy, pointed format of this book. Other individuals who have also read this book, told this reviewer that they think this book should be required reading for the healthcare industry. However, the book invites further discovery in the topic of change.
a book for all seasons.......2000-05-28
Timothy Galpin has written a book that is appropriate for the manager of a small independant organization or the CEO of a multinational corporation. What Galpin points out is that in order for change to work, it must be done with the human element in mind. He emphasizes discipline and honesty as essential attributes and the tool kits at the end of the text are well formulated and organized.
A resource tool for managing a changing environment.......1999-09-27
Over all, "The Human Side of Change" is an excellent resource tool in helping managers deal with a changing environment in the workplace. The author does a good job at identifying key issues that will assist you in improving your management/leadership skills. I think that every person in a leadership position, whether it be lower level, middle, or upper management, should take the time to utilize this book. I believe that overall it will improve your job performance, in your own eyes, and in the eyes of your employee's.
Product Description
An excellent book all about organizations and management. 14 chapters including Ethics, social responsibilty, motivation concepts, work teams, communication, conflict and negotiation, human resource policies and procedures, management, and more.
Average customer rating:
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The High Performance Enterprise: Reinventing the People Side of Your Business
Donna R. Neusch , and
Alan F. Siebenaler
Manufacturer: Wiley
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"This book is written for the manager who wants to make their company more flexible, more competitive, more successful, and a more satisfying place to work—what we call the High Performance Enterprise. It explains how this kind of enterprise can be created through two interrelated processes: one strategic and one people-oriented. . . . [U]ntil now, no books have simultaneously provided (1) a process for creating the High Performance Enterprise, and (2) a process for linking the people side of the company to the business strategy. Our goal is to do both, and to provide a model for tying both processes together. Whether you're skimming this book for a few good ideas or seeking a complete battle plan, we hope that you will find in these chapters the tools you need to change your company into a High Performance Enterprise." —from the Introduction
In today's fast-paced, rapidly growing business environment, survival truly does depend on being the fittest. For companies, this means performing at the highest level possible to be more flexible, more competitive, and ultimately, more successful than the rest of the field. Attaining—and maintaining—peak performance may be easier said than done, however, as bold initiatives once thought to be the answer have fallen short of expectations and yielded less than stellar results. What, then, is the solution? In The High Performance Enterprise—now completely revised and expanded—management consultant Donna Neusch and operations manager Alan Siebenaler shed some much-needed light on the ongoing dilemma of improving performance and sustaining long-term standards of excellence.
For the past several years, companies have strived to change the way work is performed and business is conducted, trying everything from TQM, teams, and Kaizen to QFD, right-sizing, and activity-based costing. Yet, despite these various techniques, results have been less than managers have hoped. Why the shortcomings? In most cases, the reason has been that people systems, including work design, compensation systems, and team structures, have either been ignored, ineffective, or counterproductive—costly mistakes that need to be corrected if a company is to succeed.
The High Performance Enterprise, Second Edition emphasizes the crucial role of people systems in the overall performance improvement program, examines its relationship with another important component—strategic direction—and shows you how to tie them together seamlessly to achieve optimal results. With complete details on both subprocesses, you'll learn about key concepts that are integral to strategic direction, such as mission, values, and vision, as well as the basics needed to turn this direction into action.
To help you strengthen and reinvent the people side of your business, you'll find a proven 10-step process that incorporates managing performance and compensation, defining flexibility and teams, developing staffing strategies for future skills, and planning for implementation, among other fundamentals.
Packed with helpful case studies, numerous real-world examples, and practical applications from the field, The High Performance Enterprise, Second Edition offers new solutions for age-old problems: how best to improve performance and increase return on compensation dollars. Essential reading for all managers.
Books:
- I Can't Get over It: A Handbook for Trauma Survivors
- Insecure at Last: Losing It in Our Security-Obsessed World
- Interior Lighting, Fourth Edition
- Introduction to Industrial/Organizational Psychology (4th Edition)
- Japan Style: Architecture+Interiors+Design
- Land and Natural Development (LAND) Code: Guidelines for Sustainable Land Development (Wiley Series in Sustainable Design)
- Leadership: Theory and Practice
- Leading Change
- Leading Change
- Leading Change
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