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Organization Change: Theory and Practice 5ed (ISE)

by W Warner Burke Sage Publications Ltd
Pub Date:
06/2017
ISBN:
9781506386492
Format:
Pbk 472 pages
Price:
AU$154.00 NZ$162.61
Product Status: Available in Approx 7 days
add to your cart
Instructors
& Academics:
Organization Change: Theory and Practice provides a range of theories, models and perspectives, helping leaders, managers and employees to understand both how to implement planned change, and how to handle unexpected change.


 


The fifth edition contains the latest research in the field of organisational change, seven new case studies on effective and ineffective change, and an examination of the evolutionary and revolutionary nature of change. Organization change in not-for-profit organizations is also addressed with a brand new chapter on healthcare and government organizations.


 


The book is complimented by a companion website featuring a range of tools and resources for instructors, including a Microsoft Word® test bank, chapter-specific PowerPoint slides, Sample course syllabi, video and multimedia resources and access to full-text SAGE journal articles.


 


    Microsoft Word® test bank


    Chapter-specific PowerPoint slides


    Sample course syllabi


    Video and multimedia resources


    Access to full-text SAGE journal articles


 


Suitable reading for undergraduate and postgraduate students.

Chapter 1: Sources for Understanding Organization Change


Introduction and Overview   


A Short Story of Launching Organization Change   


 


Chapter 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   


 


Chapter 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   


 


Chapter 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   


 


Chapter 5: The Nature of Organization Change


Revolutionary Change   


Evolutionary Change   


Revolutionary Change: Case Example   


Evolutionary Change: Case Example   


 


Chapter 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   


 


Chapter 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   


 


Chapter 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   


 


Chapter 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   


 


Chapter 10: The Burke–Litwin Causal Model of Organization Performance and Change


Background   


The Model   


Support for the Model’s Validity   


 


Chapter 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   


 


Chapter 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   


 


Chapter 13: Those Other Organizations


 


Chapter 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   


 


Chapter 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   


 


Chapter 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   


 


Chapter 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

   Originally educated as a social-organizational psychologist (Ph.D., University of TexaAustin), Dr. Burke is currently engaged in teaching, research, and consulting.   He teaches leadership, organizational dynamics and theory, and organization change and consultation.   His research focuses on multirater feedback, leadership, learning agility, and organization change.


 


     Dr. Burke's consulting experience has been with a variety of organizations in business-industry, education, government, religious, medical systems, and professional services firms, including British Airways, SmithKline Beecham, National Westminster Bancorp, British Broadcasting Corporation, Business Consultants, Inc. of Japan (since 1972); Pricewaterhouse Coopers Consulting, the National Aeronautics and Space Administration, Dime Savings Bank, and Miller and Chevalier law firm. He formerly served as senior advisor to the strategy and organization change practice of IBM Global Business Services.


 


     Prior to his move to Teachers College, Dr. Burke was professor of management and chair of the Department of Management at Clark University.  Prior to the Clark assignment, Dr. Burke was an independent consultant from 1974 to 1976.  For eight years he was a full-time professional with the NTL Institute for Applied Behavioral Science, where he was director for Executive Programs and director of the Center for Systems Development (1966-1974).  For eight years beginning in 1967 he also served as the executive director of the Organization Development Network


 


     Dr. Burke is a Fellow of the Academy of Management, the Association for Psychological Science, and the Society for Industrial and Organizational Psychology. He has served on the Board of Governors of the Academy of Management and the American Society for Training and Development, and he is a Diplomate in organizational and business consulting psychology, American Board of Professional Psychology. From 1979 to 1985 he was editor of Organizational Dynamics, and from 1986 to 1989 he started and served as editor of the Academy of Management Executive. Dr. Burke is the author of more than 150 articles and book chapters on organization development, training, change and organizational psychology, and conference planning; and author, co-author, editor, and co-editor of 19 books.  His latest book published by Sage is Organization Change: Theory and Practice, 4th Ed.  He designed and served as faculty director of the Columbia Business School executive program "Leading and Managing People" from 1988 to 1995. In 1989 he received the Public Service Medal from the National Aeronautics and Space Administration, in 1990 the Distinguished Contribution to Human Resource Development Award and in 1993 the Organization Development Professional Practice Area Award for Excellence - The Lippitt Memorial Award - from the American Society for Training and Development. Dr. Burke has also served on three committees for the National Research Council of the National Academy of Sciences (1994-2012). August of 2003 he received the Distinguished Scholar-Practitioner Award from the Academy of Management, and in October of 2003, he was the recipient of the Organization Development Network’s Lifetime Achievement Award. In 2004 he was appointed Distinguished Scholar-in-Residence for the Management Consulting Division of the Academy of Management, and in 2005 and 2010 he received the Linkage Corporation’s Lifetime Achievement Award for leadership in the field of organization development. Also in 2005, he became the co-director of the Eisenhower Leadership Development Program, an MA in organizational psychology joint program between Teachers College and the United States Military Academy at West Point. Also in collaboration with the U.S. Army War College, Dr. Burke is responsible for a one-year fellowship program for U.S. Army Colonels. In April, 2007, he received the Distinguised Lifetime Contribution to Practice Award from the Society for Industrial and Organizational Psychology, and in 2011 the Lifetime Achievement Award from the Best Practice Institute. His most recent book is the 3rd edition of


 


Organization Development: A Process of Learning and Changing (2015; Pearson Education) now co-authored with Debra Noumair.  On May 19, 2016, Dr.Burke was given The Outstanding Civilian Service Medal Award from the Department of the Army for his work with the United States Military Academy at West Point.