Structural Redesign in an Organized Anarchy (Classic Reprint)
Language: English
Published by Forgotten Books, 2017
- Softcover
- New
Seller: Forgotten Books, London, United KingdomForgotten Books
AbeBooks seller since June 2, 2021
Condition: New
US$ 17.15
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Print on Demand. This book delves into the planned structural redesign of an organization operating within a loosely structured environment. The author analyzes the complexities of implementing change in such an environment, challenging assumptions about how organizations can be steered and the validity of organizational change theories. The case study presented illustrates how directed change can evolve over time, leading to unintended outcomes. The author emphasizes the importance of historical perspectives in understanding organizational change and explores the impact of ambiguous organizational goals and loosely coupled structures on the implementation process. By examining the dynamics and constraints of change in this context, this book offers valuable insights for managers and organizational leaders seeking to navigate the complexities of planned change in uncertain environments. This book is a reproduction of an important historical work, digitally reconstructed using state-of-the-art technology to preserve the original format. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in the book.…
Seller Inventory # 9781332283354_0
- Title
- Structural Redesign in an Organized Anarchy (Classic Reprint)
- Author
- Anthony J. Dibella
- Publisher
- Forgotten Books
- Publication year
- 2017
- Condition
- New
- Book Type
- print-on-demand item
- Binding
- Paperback
- Language
- English
- ISBN 10
- 1332283357
- ISBN 13
- 9781332283354
- Seller catalogs
- General Administrative Records
This paper presents data from a study of planned structural redesign to challenge several assumptions underlying theories of planned change (1). First, I describe and analyze the experience at Worldwide Action for Development (WW) to establish a divisional structure based on the location of the implementation and result in unanticipated outcomes. I then consider the implications for how planned change can be handled when circumstances undermine the validity of core assumptions about how or why organizations change.
A variety of theories have been developed and tested to understand and predict processes of planned organizational change. These models have evolves from different research traditions to emphasize diagnosis (Lawrence & Lorsch, 1969; Porras, 1987), intervention (Schein, 1969; Argyris, 1970), and change management (Nadler, 1981; Beckhard & Harris, 1987). We would expect the application of a particular theory of planned change to depend upon the type of organization, the design of the change intervention, and the circumstances that initiated it. Indeed most theorists are careful to include a situational or contingent component to their models recognizing that change is a fluid process which cannot be completely blueprinted and is not easily managed (2).
Yet these techniques presuppose a manager's desire and ability to articulate an organizational purpose or mission, or the end state of some change process.
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Forgotten Books’ Classic Reprint Series utilizes the latest technology to regenerate facsimiles of historically important writings. Careful attention has been made to accurately preserve the original format of each page whilst digitally enhancing the quality of the aged text.
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