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Organization Change: Theory and Practice (Foundations for Organizational Science)
W. Warner Burke
Manufacturer: Sage Publications, Inc
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ASIN: 0761914838 |
Book Description
"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.
Customer Reviews:
Organization Change book review.......2007-01-04
I found this book to be boring and slow at parts, but educational. It was an assigned read for a Human Services class, and I would not have read it on my own if I didn't have to.
There has to be something better then this book .......2006-02-25
I had to buy this book and use it for a class. I find the book to be filled with a wide range of simple common sense theories. It is not a book I would recommend to anyone if they are looking for clear and valuable techniques to utilize there has to be something better then this.
comprehensive text on change.......2002-12-01
So much of the literature on change is often a simplistic cookbook claiming change can be executed in 7 easy steps. Burke provides the reader with the theoretical background and takes one through the multiple considerations when executing organizational change. I applaud Dr Burke for revealing the complexity of change and providing insights into the practice of change management.This is a primer for all who are engaged especially in large scale transformational change as it clearly provides one the background to help one educate others on why the change agent does what she does.
Book Description
This is a core textbook for all courses in change management. It examines all of the key theories on organizational change and applies them to organizational settings to demonstrate how strategies can be devised and employed to help manage organizational change and the issues it precipitates. Taking quite a practical approach, students are helped to apply theory to real-world scenarios through the use of experiential learning and cases.
Book Description
Organizational Diagnosis and Assessment presents sharp-image diagnosis, a distinctive approach to organizational consultation and planned change, that reflects current research and theorizing about organizational change and effectiveness. The authors draw on multiple analytical frames to produce empirically grounded models of sources of ineffectiveness and forces for change, showing how consultants, managers, and applied researchers can break free of unproductive practices and ways of thinking to avoid uncritical adoption of management fads. They offer workable solutions to critical problems and demonstrate ways to meet organizational challenges like market downturns, technological change, and alliances with other organizations.
Organizational Diagnosis and Assessment covers diagnosis and assessment of work groups, organizations, and whole systems. This volume develops analytical approaches for problem solving and strategy formation in both for-profit and not-for-profit organizations. Diagnosis of public policy issues, like assessments of the effectiveness of health systems, is also addressed. Many of the models and techniques contribute to assessing the changing nature of the workplace, examining organizational decline and other life-cycle transitions; gendering; change and diversity in organizational culture and in workforce composition; the spread of new forms of work organization, including teams, flat hierarchies, and networks; new uses of information technology; and mergers and alliances among organizations.
Organizational Diagnosis and Assessment will be invaluable to advanced students, consultants, and applied behavioral scientists in social sciences, management, social work, organizational and industrial psychology, organizational sociology, nursing, and public administration.
Customer Reviews:
Good theory book.......2000-06-19
This is a good theory book although its' title is missleading. Do not expect it to be an organizational diagnosis tool book. It goes through a lot of theory and pardigms and uses case interesting case studies. It is usful if you want to learn the basic OB theories (such as open system model, diagnosis models). The book also gives quite a comprehensive review of most HR areas of interest. But Saying that it bridges the gap between theory and practice is a bit too much. I do not feel as if I can take this book tomorrow morning and implement it in my work. It has potential but again, this is not a tool book !
Amazon.com
Change-ABLE Organization: Key Management Practices for Speed and Flexibility, by management consultants William R. Daniels and John G. Mathers, describes an integrated system for maintaining a steady and dynamic growth pattern in today's rapidly changing business world. Culled from 25 years of experience in companies such as Intel, Genesco, and Motorola, Change-ABLE Organization explains five specific practices--hierarchical structures made up of linked teams, clearly defined key goals, regular work reviews, group decision-making, and procedures for individuals to manage and monitor their own performance--that have proven successful in large and small companies alike.
Book Description
Organization leaders at all levels in today's fast-paced business world are searching for management skills to sustain consistent performance while they increase their speed and flexibility.
Based on participative control backed by a uniquely integrated and pragmatic system of five practices, Change-ABLE™ Organization has been practiced in large and small computer, consumer goods, government and telecommunications settings like Intel, Etec Systems, Genesco, and Motorola.
This book is the result of those experiences and includes key practices and values, the use of graphics and watercraft analogies to contrast highly adaptive and ineffective organizational cultures, warnings about consequences of becoming Change-ABLE, and an in-depth look at one medium-sized organization's experience and success with the method.
For those investigating a complete system of management organization and to stop practices such as “Go with the Flow,” Working Alone...Together,” and “Autocratic Control,” Change-ABLE Organization guides the way.
Customer Reviews:
Practical approach to business success.......2002-04-19
This book is highly readable, and contains all the practices you'll need to make your organization successful and ready to meet its challenges. You'll have enough information here to train your staff and peers on a proven approach that has resulted in Fortune 500 successes for Intel, Motorola and other companies that Daniels and Mather have worked with. Once you've started using these methods, you'll wonder how you survived without them.
Watercraft analogyes to analyze organizations & culture.......2000-04-13
This excellent book describes organizational cultures in terms of different kinds of watercraft. It covers small entrepreneur, dot com like cultures, professional associations, large corporations and bureaucracies and brings a "map" to diagnose and migrate from one to other safely.
Book Description
With escalating demands upon research and assessment growing more varied, surveys are now used to assess and drive organizational change by examining company performance, customer and employee satisfaction, empowerment, and key aspects of corporate culture.
With Organizational Surveys, you'll learn how to:
Drive change with surveys
Use 360* feedback
Set expectations of results
Deal with ethical concerns
Facilitate feedback, action-planning, and follow-through . . . and much more!
No other book approaches this collection's range and specificity, or its emphasis on actual practice in organizations. It's your indispensible toolbox for assessment and change!
Customer Reviews:
Comprehensive - but needs an update to accommodate internet surveys and other methodological developments........2006-01-19
I purchased this 418pp volume in 1998 and recently re-read this book to reacquaint myself with the rich material. What Kraut has done as an editor is to select 35 pertinent papers that discuss Organizational Surveys under three main heading:
1) Purposes and uses.
2) The Survey process.
3) Special applications - such as linking survey results to "hard" figures such as productivity and performance.
The book is packed with sage advice, both academic and practical. For example it counsels researchers to work closely with insiders in order to get the most useful surveys, and it spends many pages discussing the questions of implementing the recommendations and the whole issue of raising employee expectations by even conducting surveys.
But what a lot has occurred in the 10 years since this book was edited. I find on re-reading that several cutting-edge ideas (linking internal results to customer satisfaction measures) are fairly standard now; and of-course the advent of web-based online surveys has had a major effect upon the practicability and style of conducting employee research. Online surveys, with their wonderful capacity to capture open-enders, really enable researchers to glue their quant findings much closer to qualitative styles of research including focus groups (given scant coverage here) and ethnography: the act of observing how the organisation does things. In essence, I don't feel the collection of papers deals quite adequately with the central question: what is it that makes organizational research and surveys different from other kinds of research.
One key difference is the question of culture, and the way sub-units within an organisation may act as distinct and cohesive "tribes" capable of affirming, or subverting the overall objectives of the organisation by applying their sense of values, sense of fairness and sense of direction to their day-to-day involvement. Fascinating stuff - but this volume only discusses such issues in a generic manner.
In short, the publishers might be prompted to consider a new updated edition. This book was state of the art 10 years ago, but its relevance is diminishing. I still give it four stars (just) because of the quality of the writing and the value of its insights - but the book is no longer solid gold. There's rust appearing on the bodywork, and readers will need to find other volumes to accompany this one. That's not a bad approach because the subject-matter has evolved quickly.
Was good to the last chapter...then was a downer........1998-12-10
Book covers a wide variety of survey topics very well. I underlined a great many thoughts. One thought that occured to me was that I was on my way to doing Organizational Surveys. But at the end was warned "I would be a 'bounder' if I read a few books and started practicing." It seems this book's final conclusion is that you need to join the Union to do surverys, ie. be a phd or working under one. The book was still a great value.
Book Description
A member of the PH OD Series! Organizational Learning II expands and updates the ideas and concepts of the authors' ground- breaking first book. With new examples and the most up-to-date information on the technical aspects of organizational and management theory, Argyris and Schon demonstrate how the research and practice of organizational learning can be incorporated in today's business environment. Features chapters focused around the Introduction to Organizational Learning; Defensive Reasoning And The Theoretical Framework That Explains It; Inquiry-Enhancing Intervention and Its Theoretical Basis; and Strengths and Weaknesses Of Consultation and Research In The Field Of Organizational Learning.
Customer Reviews:
error in listing in Amazon.......2007-08-15
this is by Chris and Donald Schon, not David and the link for Author should go to Donald who has done great work
Fantastic work - great for all org dev researchers.
Deep theories on learning in organizations.......2004-08-06
Individuals learn by absorbing new knowledge, finding ways to apply preexisting knowledge and to avoid tactics that fail. Organizational learning is much more complicated than that; it incorporates all of the learning tactics of individuals and includes the interactions of the people in the organization. The interactions are among peers, horizontally across different responsibility levels and longitudinally across time. However, the authors opt to use a fairly simple definition of organizational learning.
"Generically, an organization may be said to learn when it acquires information (knowledge,
understanding, know-how, techniques, or practices) of any kind and by whatever means. "
In this sense, learning can be in either the positive or negative sense, an organization can become either more or less efficient over time. The authors spend a great deal of time covering the concept of an undiscussable. An undiscussable is a topic where everyone knows that it exists, is probably a problem, but for some reason is not talked about. In the worst case, the undiscussables becomes undiscussable, meaning that you cannot even discuss the fact that there are things you don't discuss. There are many reasons for the development of an undiscussable, but the most common is the perception that higher levels only want to hear statements of a certain type.
The authors define two types of organizational learning: single and double loop. A single loop learning situation is one where strategies of action are changed, but there is no change in the underlying theory behind the actions. For example, suppose a company is convinced that hotels are needed in a particular area. If the hotel rooms do not fill up, then the company may try to change the style of the rooms. This is a single feedback loop, where the failure feeds back to cause a change in the implementation. A double loop learning situation is where there is a second feedback loop that can alter the theory behind the strategies. In the case of the hotel rooms example, this would mean that the company questions whether additional hotel rooms were needed.
The authors also define model I and model II learning. Model I learning is the most common, which has a single feedback loop. It is characterized by situations where emotions and confrontation are minimized or disallowed. When difficulties or conflict are present, the general reaction is to suppress the issues as much as possible. The definition of model II learning is:
"Model II couples articulateness and advocacy with an invitation to others to confront the views ands
emotions of self and other. It seeks to alter views in order to base them on the most complete and valid
information possible and to which people involved can become internally committed. "
Model II learning is characterized by double loop learning, where the positions people take are examined in the context of their emotional condition.
The book is occasionally very theoretical, which makes it dense and difficult reading. It is easy to state theories of feedback loops based on emotions, but it is hard to articulate an appropriate way to construct them. Humans have dealt with their emotions for thousands of years, and psychologists are still arguing over the best means by which we should deal with them. Nevertheless, there is much of value in this book, as long as you don't expect it to solve all of the problems your organization has in learning and executing different strategies.
Normative and practive-oriented organizational learning.......2003-01-27
The burgeoning literature that has grown up around organizational learning in the past twenty-five years is either uncritical (treats the phrase "learning organization" as a catchword for whatever it is the front-running Japanese or other organizations are doing and whatever the rest of the world needs to do to catch up with them) or distant from practice, skeptical and non-perspective.
In this book, the approach to organizational learning is normative and practice-oriented. The authors are mainly interested in productive organizational learning: how this kind of learning can be generated in real-world organizations and how practitioners can help to foster it.
The theory given in this book is primarily based on two types of learning: single-loop and double-loop. The authors have borrowed the distinction between single and double-loop learning from W. Ross Ashby's "Design for a Brain" (1960).
On case studies of known companies, such as Intel, General Motors, etc., the authors show "primary inhibitory loops" that inhibit organizational learning, and "conditions for error", and how to avoid them. The following list gives the most common "conditions for error" and how to avoid them:
- Vagueness : Specify
- Ambiguity : Clarify
- Untestability : Make testable
- Scattered information : Concert
- Information withheld : Reveal
- Undiscussability : Make discussable
- Uncertainity : Inquire
- Inconsistency/incompatibility: Resolve
In part I, the authors introduce the conceptual framework, both for organizational learning and for the relationship between research and practice. In part II, they introduce and illustrate concepts central to limited learning. Part III presents a brief classroom-based example. Part IV is the review of the recent history of the field of organizational learning.
Despite of the brilliant content, the book which is marked as "Reprinted with corrections August, 1996", which I have (paperback), is awfully printed. It is really the eye-killer. And nevertheless, it has some typos. Please try to find a version which is not "Reprinted with corrections August, 1996".
Definitive: how people politics stop organisational learning.......1997-02-08
This is the definitive book on how people politics preventorganisational learning, especially when a company needs a doubleturnround. That is a change of culture as well as strategy. Some of the early chapters are a bit heavily academic, but the pursuit is worthwhile if you want to understand how many big old western organisations stop working - instead of reinventing themselves - whenever a competitor dramatically changes the rules of the marketplace. The authors seem to imply that what they call double loop learning across every department of an organisation is both so laborious as a change process and requires such extraordinary levels of mutual trust that it might be better to raise an old organisation to the ground, and start from scratch. Their research is full of evidence why the last two decades have seen so much downsized leadership. One question that occurs to me is will their pessimistic conclusions hold true now that companies can use internal media like intranets to turn all employees' thinking around at the same time? If you would like to discuss this or other provocations relating to this work, I would be delighted to help form an interactive book discussion club.
Chris Macrae, editor of Brand Chartering Handbook and MELNET www.brad.ac.uk/branding/ E-mail me at wcbn007@easynet.co.uk
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Working Across the Gap: The Practice of Social Science in Organizations
Lisl Klein
Manufacturer: Karnac Books
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ASIN: 1855753820 |
Book Description
Lisl Klein’s experience of applying the social sciences in organizations must be unique. Her work is grounded in research but much of her professional activity has been in application, combining the methods and findings of research with an understanding of dynamics in working with organizations. Moving between research and practice, she has, for nearly forty years, pursued the aim of rendering the social sciences useful and practical in organizational life.
This collection of papers brings together wide-ranging material that is highly relevant to today’s world, while also providing a useful historical overview of the field. The links between research, policy, and practice are brought vividly to life, the many examples creating a thread that connects theory with operational reality.
Lisl Klein provides an insightful and significant theory of practice, developed through vignettes of her work and experience that make this a very readable and engaging book. After a historical introduction, the volume is divided into five sections: organization research and diagnosis; examples of activities in the field; bouncing against the context; concepts, reflections, and methods; and relating scientific and professional development.
The book will be of value to a wide range of readers, including managers engaged in organizational change and development, as well as human resource professionals, organizational researchers, and consultants. It will be valuable to students of social science studying organizational behavior at postgraduate and undergraduate levels and to management students at undergraduate and MBA levels.
Book Description
What do we mean by diversity? Why is it an important issue for leaders of schools, colleges and universities?
As society becomes increasingly diverse, there is significant international awareness in education about how this impacts on leaders and leadership. For decades the emphasis has been placed on increasing the number of leaders with specific attributes, such as women or those from ethnic minorities, to encourage a true representation of society. This far-reaching book takes a wider view, challenging the reader to recognize the importance of diversity issues and to embed diversity as central within leadership theory and practice.
Drawing on their extensive research the authors establish a clear understanding of what diversity means and use this to develop a distinct approach to conceiving leadership, preparing leaders and acting as leaders. They explain how diversity should be a holistic issue which touches every aspect of leadership and is vital to ensuring effective and appropriate leadership for education in pluralist societies. The authors explore the history of approaches to addressing inequities in access to leadership positions and the experience of leadership, from equal opportunities, to diversity and inclusion, to capabilities approaches.
The book also proposes fundamental and concrete changes that leaders can undertake both in their own and their organization's practice, to reflect a real commitment to social justice in a diverse society.
Books:
- Organizational Behavior: Foundations, Reality and Challenges (with InfoTrac®)
- Organizational Behavior: Managing People and Organizations (Student Text)
- Organizational Behavior Reader, The (8th Edition)
- Organizational Behaviour: Understanding and Managing Life at Work (6th Edition)
- Organizations Evolving
- Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions
- Paula Deen: It Ain't All About the Cookin'
- Power of An Hour: Business and Life Mastery in One Hour A Week
- Richard Nickel's Chicago: Photographs of a Lost City
- Riding The Waves of Culture: Understanding Diversity in Global Business
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