Organizational Change and Redesign: Ideas and Insights for Improving PerformanceGeorge P. Huber (ed), William H. Glick Oxford University Press, 1993 - 450 من الصفحات What are the root causes of the accelerating rate of change in the business environment? What patterns exist in the ways environmental change leads to organizational change? Confronted with a state of continuously accelerating change, what should managers and organizational scientists do? Organizational Change and Redesign addresses these and other questions to provide a clear and comprehensive understanding of the relationships among environmental changes, organizational redesign, and performance. George Huber, William Glick, and some of the finest authorities now working in the field of organizational change focus on specific new ideas and insights for improving managerial performance. The authors examine how changes in environment affect the overall performance of an organization. They also show how a variety of factors - including demographics, team structure, and communication processes influence the effectiveness of key managers. Drawing on multi-year studies of dozens of organizations and on interviews with top managers, the book includes practical tutorial chapters on how to analyze and manage organizational change and redesign. A thoughtful examination of fundamental issues and questions, Organizational Change and Redesign will be an essential tool for business scholars, students, and practicing managers in the middle and upper levels of organizations. |
المحتوى
Sources and Forms of Organizational Change | 3 |
Downsizing and Redesigning Organizations | 19 |
Organizations Reacting to Hyperturbulence | 66 |
Implications of Top Managers Communication Choices | 112 |
Effects of Executive Team Demography on Organizational Change | 147 |
The Impact of UpperEchelon Diversity on Organizational Performance | 176 |
Understanding and Predicting Organizational Change | 215 |
Managing the Process of Organizational Innovation | 269 |
Integrating Cultural | 295 |
ReDesigning Dynamic Organizations | 323 |
Organizational Redesign As Improvisation | 346 |
What Was Learned About Organizational Change and Redesign | 383 |
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عبارات ومصطلحات مألوفة
Academy of Management action activities adaptive Administrative Science Quarterly adoption alliance analysis assessed associated behavior bricolage bricoleur chaebols changes in organizational chapter characteristics Chet Miller cognitive diversity communication competitive complex comprehensiveness context cost Daft differentiation dirty dozen downsizing employees environment environmental example Expo 86 external factors firms focus functions Glick goals Hambrick hospitals Huber implementation important improvement increased industry initiatives innovation interaction internally focused changes interviews learning levels Management Journal managerial ment misfit nizations occur orga organization theory organization's organizational change organizational design organizational forms organizational learning organizational performance positive power distance predict predictors quality culture questionnaire redesign relationships reported responses rich social Starbuck strategic decisions Strategic Management strategic reorientations strategy Table team dynamics tegic tenure tion top management team turbulence uncertainty avoidance upper-echelon team values variables Weick zational