Organization Change: Theory and Practice

 
9788132110149: Organization Change: Theory and Practice

This best-selling text shows how effective organization change is grounded in sound knowledge about human behavior in the workplace. Author W. Warner Burke reviews various models and cases to demonstrate how to diagnose change issues in organizations. The book integrates theory and research with application for insight into all aspects of organization change. Key Features Discusses a 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 Gladwell s The Tipping Point. Examines both evolutionary and revolutionary organization change, as well as the nature of change: The text discusses different types of change and also shows 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. New to the Third Edition Includes a new Chapter 11, Organizational Culture Change : This chapter focuses on changing an organization s culture the way we do things the most difficult aspect of organization change. New sections on positive organization change and loosely coupled systems have been added to Chapter 14, Organization Change: Integration and Future Needs, providing direction on future organizational change efforts. Offers a new case on revolutionary change: The Dime Bancorp, Inc., case in Chapter 5 provides an example of change in an organization s deep structure. An Instructor Teaching Site includes a test bank; PowerPoint slides; sample syllabi; access to SAGE journal articles; and links to web-based audio and video resources.

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About the Author:

W. Warner Burke (Ph.D, University of Texas at Austin) is the Edward Lee Thorndike Professor of Psychology and Education, coordinator for the graduate programs in social organizational psychology, and chair of the Department of Organization and Leadership at Teachers College, Columbia University, New York. He is also co-director of the master of arts program in organizational psychology jointly conducted with the U.S. Military Academy, West Point. Dr. Burke earned his BA from Furman University and his MA and Ph.D. from the University of Texas at Austin. Prior to Teachers College, he served as chair of the Department of Management at Clark University, head of management programs and organization development at the NTL Institute, and executive director of the OD Network. Dr. Burke's consulting experience has been with a variety of organizations in business and industry, education, government, religion, and medical systems. A diplomate in industrial/organizational psychology and in organizational and business consulting from the American Board of Professional Psychology, he is also a fellow of the Academy of Management, the Association of Psychological Science, and the Society for Industrial and Organizational Psychology, and he was editor of both Organizational Dynamics and the Academy of Management Executive. He has written more than 200 articles and book chapters in organizational psychology, organization change, and leadership and has written, collaborated on, or edited 19 books. He has received numerous awards, including, in 1989, the Public Service Medal from the National Aeronautics and Space Administration; in 1990, the Distinguished Contribution to Human Resource Development Award; in 1993, the Organization Development Professional Practice Area Award for Excellence the Lippitt Memorial Award from the American Society for Training and Development; the distinguished scholar-practioner award from the Academy of Management; the distinguished contribution to practice award from the Society for Industrial and Organizational Psychology; and lifetime achievement awards from the OD Network and Linkage, Inc. His most recent book, co-edited with Dale Lake and Jill Paine, was Organization Change: A Comprehensive Reader (2009).

Review:

"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

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