Organizational change:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow ; Munich [u.a.]
Financial Times Prentice Hall
2010
|
| Ausgabe: | 4th ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturangaben |
| Beschreibung: | XXI, 405 S. Ill., graph. Darst. |
| ISBN: | 9780273716204 |
Internformat
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| 650 | 4 | |a Organizational change | |
| 650 | 4 | |a Organizational change |v Problems, exercises, etc | |
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Datensatz im Suchindex
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| DE-BY-FWS_katkey | 569301 |
| DE-BY-FWS_media_number | 083101396328 083101401575 |
| _version_ | 1806179320916344832 |
| adam_text | Titel: Organizational change
Autor: Senior, Barbara
Jahr: 2010
Contents
wmm
m Contents
Part Two
CHANGING ORGANIZATIONS
Organizational structure, design and change 71
Learning objectives 71
The meaning of organization structure 72
The dimensions of structure 72
Models of structure 74
Structuration theory, actor-networks and institutional theory 93
Influences on structure 103
Organizational structure and change 116
Conclusions 120
Discussion questions and assignments 121
Case example and exercise 121
Indicative resources 122
Useful websites 123
References 123
I Culture and change 127
Learning objectives 127
The informal organization 128
The meaning of culture 129
The ingredients of culture 131
Objectivist and interpretive views of culture 133
Organizational culture types 142
The influence of national culture 147
Organizational culture and change 160
Cultural change 164
Conclusions 170
Discussion questions and assignments 171
Case example and exercise 171
Indicative resources 173
Useful websites 173
References 173
The politics of change 177
Learning objectives 177
Organizational politics 178
Power in organizations 180
The politics of poweriessness 190
Contents
Politics, power and conflict
Conflict in organizations
Power, conflict and change
Conclusions
Discussion questions and assignments
Indicative resources
Useful websites
References
198
200
208
219
220
220
220
221
Leadership and change
Learning objectives
Management and leadership
Approaches to leadership theory
Critical approaches to leadership
Leading change
Conclusions
Discussion questions and assignments
Case example and exercise
Indicative resources
Useful websites
References
225
225
226
228
257
261
273
274
274
275
276
276
B Contents
Organizational development - philosophy and underlying assumptions 315
The OD process 321
OD - an action research based model of change 326
An assessment of the OD model for change 355
Conclusions 361
Discussion questions and assignments 362
Indicative resources 362
Useful websites 362
References 362
9 Future directions and challenges 365
Learning objectives 365
Introduction 366
Future organizations 366
Changing 372
Challenges for future research on change 379
Conclusions 385
Discussion questions and assignments 386
Indicative resources 386
Useful websites 387
References 387
Author index 389
Subject index 397
Supporting resources
Visit www.pearsoned.co.uk/senior to find valuable online resources
Companion Website for students
? Chapter overviews
? Case study feedback
? Annotated links to relevant sites on the web
For instructors
? Power Point slides of key learning points, objectives and activities
? Chapter overviews and synopsis
? Feedback on activities and key areas of discussion
? Case example notes
? Possible session structures
For more information please contact your local Pearson Education sales
representativeorvisitwww.pearsoned.co.uk/senior
List of illustrations, figures and tables
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Illustrations
1.1 The meaning of organization
1.2 Value-oriented time
1.3 Organizations as symphony orchestras
1.4 Health reforms approved in France
1.5 Spooks in the office?
1.6 Future trends
1.7 Closed, contained and open-ended change
2.1 Frame-breaking change
2.2 Defining the scale of change
2.3 Explaining types of change
2.4 Holy breakfasts! Accidental radical change
2.5 Change: accelerant or retardant?
2.6 Unintended consequences of planned change
2.7 Proactively managing incrementalism in the development of
corporate strategies
2.8 A typical life cycle pattern
2.9 How a decision to marry changed England
2.10 Equitable Life: creating chaos out of order
2.11 Looking for breakpoints with leading indicators
2.12 Difficulties and messes
2.13 The TROPICS factors
3.1 Bureaucracy
3.2 The Beautiful Buildings Company
3.3 Organigraphs
3.4 Advantages and disadvantages of functional structures
3.5 Structural transformation at Unilever
3.6 Advantages and disadvantages of matrix structures
3.7 Advantages and disadvantages of network organizations
3.8 TFW Images
3.9 Key attributes of the virtual organization
3.10 Post-bureaucratic organization
3.11 Changing organizational identity
3.12 Plane Stupid
3.13 The institutionalization of accreditation
3.14 Consequences of deficient organizational structures
3.15 Mintzberg s (1979,1983) organizational forms
4
8
10
16
20
21
25
36
39
41
42
43
44
46
47
51
54
58
60
62
74
75
79
80
82
85
89
90
91
92
95
99
100
105
108
List of illustrations, figures and tables
3.16 From hierarchy to self-managed teams 110
3.17 ICT and retail banking 113
3.18 Beyond hierarchy? 116
3.19 Resisting arrest? 117
4.1 The characteristics of organizational culture 131
4.2 Levels of culture in the BB Company 133
4.3 The cultural web 135
4.4 A cultural web of Paper Unlimited, a large UK-based paper distributor 136
4.5 Assertive and responsive behaviours 138
4.6 RS Components - moderately assertive but highly responsive 139
4.7 A structural view of organizational culture 143
4.8 Deal and Kennedy s typology 144
4.9 Driving change at Ford 147
4.10 Six different cultural orientations of societies 148
4.11 Hofstede s dimensions of national culture 151
4.12 On a wavelength with the Danes 155
4.13 Differences between the United Kingdom, Southern Europe and
Northern Europe 158
4.14 Segmentalist and integrative cultures 162
4.15 Six steps to effective change 169
4.16 Cultural change at the BBC 169
5.1 Organizations and modes of political rule 179
5.2 Power and influence 132
5.3 Morgan s sources of power in organizations 183
5.4 Influencing others through push and pull strategies 184
5.5 Controlling the decision agenda 186
5.6 Political skulduggery 187
5.7 Women in the boardroom 192
5.8 First-line supervisors and powerlessness 198
5.9 The unitary and pluralist views of interests, conflict and power 201
5.10 The layers of organizational conflict 202
5.11 Conflict resolution and situational appropriateness 206
5.12 Guidelines for dealing with conflict 215
6.1 Mintzberg s managerial roles 227
6.2 Comparing management and leadership 228
6.3 Little room to manoeuvre 237
6.4 How charisma works 246
6.5 How charisma works 249
6.6 Portrait of a high flyer 251
6.7 From bureaucracy to teamwork 254
6.8 An interview with a leader 257
6.9 A fresh view of resistance: resistance as feedback 263
6.10 Force field analysis 270
6.11 Six steps to effective change 272
6.12 Why transformation efforts fail 273
7.1 Characteristics of unitary, pluralist and coercive relationships 285
7.2 Dissatisfaction with the system for providing IT support services 286
7.3 Stages within the hard systems methodology of change 287
I
List of illustrations, figures and tables JO 3
7.4 Financial savings on the provision and maintenance of plant for
use on building sites 295
7.5 Change in the further education colleges of Shire County 306
8.1 Change at the Regional College of Psychiatric Nursing 323
8.2 The Hardwater Mineral Water Company Ltd 330
8.3 Diagnosing the situation facing the Regional College of
Psychiatric Nursing 334
8.4 The Body Shop s values 336
8.5 Pugh s principles and rules for understanding and managing
organizational change 337
8.6 Competencies of an effective change agent 341
8.7 Making sense of change - saying goodbye to initiative fatigue 358
9.1 Using Al at the BBC 374
9.2 Dr WHO? 377
9.3 The multi-level nature of sector change 381
Figures
1.1 The organization as a system 5
1.2 Market factors impacting on operations of Western organizations 8
1.3 PEST factors and organizational change 15
1.4 The organizational system in multi-dimensional environments 24
2.1 Grundy s major types of change 34
2.2 Types of change 35
2.3 Four types of change 37
2.4 The organizational life cycle 47
2.5 Evolutionary cycle of competitive behaviour 56
2.6 Breakpoint evolution of personal computer industry 57
3.1 Flattening the structure but retaining the people 77
3.2 Flattening the structure but saving the people 78
3.3 The BB Company - departmentalization by product 81
3.4 Matrix structure for an advertising agency 84
3.5 From bureaucracies to matrix, project and network organizations 86
3.6 Common types of network 88
3.7 Actor Network 98
3.8 The determinants of organizational stucture 103
3.9 A system of forces and forms in organizations 107
3.10 Perrow s technology classification 112
4.1 The organizational iceberg 128
4.2 Different levels of culture 133
4.3 The compass model: characteristics of each style 140
4.4 Competing values framework 141
4.5 Deal and Kennedy model for corporate culture 146
4.6 Variations in Kluckhohn and Strodtbeck s cultural dimensions 150
4.7 Implicit models of organization 153
4.8 Typology of management systems in Europe 157
4.9 Organizational culture and change 161
4.10 Corporate culture matrix 165
ij|t List of illustrations, figures and tables
4.11 Assessing cultural risk 166
4.12 How to manage around company culture 167
5.1 A model of conflict-handling styles 205
5.2 The problems of change 211
5.3 Curvilinear relationship between conflict and performance 214
5.4 The conflict process 214
5.5 Assessing power 217
5.6 The power and motivation to block changes 218
6.1 The Leadership Grid® 233
6.2 Situational influences on leadership effectiveness 236
6.3 Hersey and Blanchard s theory of situational leadership 240
6.4 Factors intervening between effort and performance 242
6.5 Competing values framework of leadership roles 244
6.6 Transformational leadership 250
6.7 The Dunphy and Stace change matrix 262
6.8 Cynicism spiral 265
6.9 Organizational readiness for urgency 266
6.10 A force field diagram 269
6.11 Contrasting change paths 271
7.1 The structure of an objectives tree 289
7.2 An objectives tree for improving the IT support services 290
7.3 An objectives tree for improving the IT support services, with
options generated for the two sub-sub-objectives 291
7.4 An evaluation matrix 293
7.5 An evaluation matrix for some options to improve the effectiveness
of the IT support services 293
7.6 Causal-loop diagram of the situation facing Shire County
further education services 307
7.7 Hierarchy of objectives for expanding O RBL provision in Shire County 307
8.1 Basic assumptions of OD as a model for change 322
8.2 Doing action research in your own organization 327
8.3 The OD model for change 328
8.4 Rich picture of the Hardwater Mineral Water Company 332
8.5 Rich picture of changes in the organization of services for people with
learning disabilities 333
8.6 Example of a responsibility chart 343
8.7 The Pugh OD matrix 345
9.1 A model of change capacity 376
Tables
1.1 Percentage share of UK employment, 1994-2014 11
2.1 Characteristics of Greiner s phases of growth 49
2.2 The changing nature of change 63
2.3 Environmental conditions and types of change ^
4.1 Cultural dimension scores for ten countries 152
4.2 Summary of Laurent s findings 154
List of illustrations, figures and tables
4.3 Dimensions of national culture from the GLOBE study 154
4.4 Selected country ranks from the GLOBE study 155
5.1 Mobilizing the dimensions of power 210
6.1 Fiedler s contingency theory of leadership 239
6.2 Summary of Quinn s four organizational models 243
8.1 Comparison of different methods of data collection 329
9.1 Trends in organization development 383
|
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Inhaltsverzeichnis
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