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Organization Change
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Organization Change
Theory and Practice

Fifth Edition
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April 2017 | 472 pages | SAGE Publications, Inc

Change is a constant in today's organizations. Leaders, managers, and employees at all levels must understand both how to implement planned changed and effectively handle unexpected change. The Fifth Edition of the Organization Change: Theory and Practice provides an eye-opening exploration into the nature of change by presenting the latest evidence-based research to discuss a range of theories, models, and perspectives on organization change. Bestselling author, W. Warner Burke, skillfully connects theory to practice with modern cases of effective and ineffective organization change, recent examples of transformational leadership and planned and revolutionary change, and best practices to successfully influence change. This fully-updated new edition also includes a new chapter on healthcare and government organizations, offering practical applications for non-profit organizations.


 
Preface
 
Acknowledgments
 
1. Sources for Understanding Organization Change
Introduction and Overview

 
A Short Story of Launching Organization Change

 
 
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

 
 
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

 
Summary

 
 
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

 
 
5. The Nature of Organization Change
Revolutionary Change

 
Evolutionary Change

 
Revolutionary Change: Case Example

 
Evolutionary Change: Case Example

 
Summary

 
 
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

 
Summary

 
 
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

 
Summary

 
 
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

 
Summary

 
 
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

 
Summary

 
 
10. The Burke–Litwin Causal Model of Organization Performance and Change
Background

 
The Model

 
Support for the Model’s Validity

 
Summary

 
 
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

 
Summary

 
 
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

 
Summary

 
 
13. Health Care and Government Organizations
Important Characteristics of Health Care and Government Organizations

 
Summary and Some Conclusions

 
 
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

 
 
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

 
Summary

 
 
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

 
 
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

 
 
Appendix: Annotated Bibliography
 
References
 
Index
 
About the Author

Supplements

Instructor Resource Site

Password-protected Instructor Resources include the following:

  • A Microsoft® Word® test bank is available containing multiple choice, true/false, short answer, and essay questions for each chapter. The test bank provides you with a diverse range of pre-written options as well as the opportunity for editing any question and/or inserting your own personalized questions to effectively assess students’ progress and understanding.
  • Editable, chapter-specific Microsoft® PowerPoint® slides offer you complete flexibility in easily creating a multimedia presentation for your course.
  • Sample course syllabi for semester and quarter courses provide suggested models for use when creating the syllabi for your courses.
  • Each chapter includes video and multimedia resources related to important topics and designed to supplement key points within the text for use in independent or classroom-based explorations of key topics.
  • EXCLUSIVE! Access to certain full-text SAGE journal articles that have been carefully selected for each chapter. Each article supports and expands on the concepts presented in the chapter. This feature also provides questions to focus and guide student interpretation. Combine cutting-edge academic journal scholarship with the topics in your course for a robust classroom experience.
Key features

NEW TO THIS EDITION

  • A new chapter on changing healthcare and government organizations describes important concepts to remember when working with nonprofit organizations and offers cases and examples to illustrate what is and isn’t effective when bringing about change in this environment. 
  • Seven new cases highlighting organization change offer readers more insight into the practical applications and tools they can use on the job.
  • Expanded and updated coverage on the latest research for learning agility provides readers with a foundational understanding how to study, analyze, and interpret new situations and new business problems.
  • Alexander Hamilton's biography by Ron Chernow includes an annotated bibliography to inform readers of the relevance and accuracy the sources carry when talking about someone who many consider the first authentic change leader in the United States.
  • Updated discussions include the latest research regarding leader development, transformational leadership, and nonprofit organizations.

KEY FEATURES

  • Discusses a wide range of theories to help understand organizations and change: Readers learn about open-system theory, Capra’s ideas about the life sciences, chaos theory, and issues of social control.
  • Examines both evolutionary and revolutionary organization change, as well as the nature of change: The text discusses different types and levels of change and also emphasizes that organization change is initiated by changing behavior.
  • Illustrates the usefulness of models: Models, including the Burke–Litwin model, help simplify and focus the organizational change effort.

Sample Materials & Chapters

Chapter 2

Chapter 15


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