Organizational Change and Redesign
Ideas and Insights for Improving Performance
Published on 18. November 1993
Book
Hardback
464 pages
978-0-19-507285-3 (ISBN)
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.
Reviews / Votes
This book on organizational change and redesign is very timely for today's successful manager...The material in the book is quite comprehensive, and contributes extensively to research in the area of organizational redesign. It is definitely a book not to be missed by academics. * Journal of Product Innovation Management *More details
Language
English
Place of publication
Oxford
United Kingdom
Target group
Professional and scholarly
Illustrations
line figures, tables
Dimensions
Height: 240 mm
Width: 161 mm
Thickness: 30 mm
Weight
863 gr
ISBN-13
978-0-19-507285-3 (9780195072853)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
George P. Huber | William H. Glick
Organizational Change and Redesign
Ideas and Insights for Improving Performance
Book
03/1996
Oxford University Press Inc
€187.60
Shipment within 15-20 days
Persons
Editor
Charles and Elizabeth Prothro Regents Chair in Business Administration, and Professor of Management, Graduate School of Business AdministrationCharles and Elizabeth Prothro Regents Chair in Business Administration, and Professor of Management, Graduate School of Business Administration
Associate Professor of ManagementAssociate Professor of Management, both at University of Texas, Austin
Content
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
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