Organizational change and redesign : ideas and insights for improving performance
Author(s)
Bibliographic Information
Organizational change and redesign : ideas and insights for improving performance
Oxford University Press, 1993
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Note
Includes bibliographical references and indexes
Description and Table of Contents
Description
This book is the culmination of four years of the coordinated research of twelve business professors in management and organizational science. Their studies were directed at increasing an understanding of the relationships among organizational change, redesign, and performance. The book will deal with how organizational performance is affected by changes in the organization's environment, strategy, structure, and leadership, and how managerial effectiveness is
affected by managerial demographics, team structure, and communication processes. This book represents some of the finest authors currently working in the area of organizational change and performance.
Table of Contents
Contributors
1: Sources and Forms of Organizational Change
Part I: The Challenge of Change
2: Kim S. Cameron, Sarah J. Freeman, and Aneil K. Mishra: Downsizing and Redesigning Organizations
3: Alan D. Meyer, James B. Goes, and Geoffrey R. Brooks: Organizations Reacting to Hyperturbulence
4: Richard L. Daft, Kenneth R. Bettenhausen, and Beverly B. Tyler: Implications of Top Managers' Communication Choices for Strategic Decisions
5: Charles A. O'Reilly III, Richard C. Snyder, and Joan N. Boothe: Effects of Executive Team Demography on Organizational Change
6: William H. Glick, C. Chet Miller, and George P. Huber: The Impact of Upper-Echelon Diversity on Organizational Performance
7: George P. Huber, et al.: Understanding and Predicting Organizational Change
Part II: Redesigning Organizations
8: Andrew H. Van de Ven: Managing the Process of Organizational Innovation
9: John W. Slocum, Jr. and David Lei: Designing Global Strategic Alliances: Integrating Cultural and Economic Factors
10: Peter R. Monge: (Re)Designing Dynamic Organizations
11: Karl E. Weick: Organizational Redesign As Improvisation
Part III: Conclusion
12: What Was Learned About Organizational Change and Redesign
Arie Y. Levin and Carroll U. Stephens: Epilogue - Designing Postindustrial Organizations: Combining Theory and Practice
William H. Glick, et al.: Appendix - Studying Changes in Organizational Design and Effectiveness: Retrospective Event Histories and Periodic Assessments
Name Index
Subject Index
by "Nielsen BookData"