Organizational Change and Redesign: Ideas and Insights for Improving Performance, Issue 1995
George P. Huber, William H. Glick
Oxford University Press, 1995 - Literary Criticism - 450 pages
What are the root causes of the increasingly rapid rate of change in the business environment? What patterns exist in the ways environmental change leads to organizational change? Confronted with a state of continuously accelerating change, what should managers and organizational scientists do? Organizational Change and Redesign addresses these questions to provide a clear and comprehensive understanding of the relationships among environmental changes, organizational redesign, and performance. This work draws on multi-year studies of dozens of organizations and on hundreds of interviews with top managers. It includes chapters formed as practical tutorials on how to think about and manage organizational change and redesign, making it an essential tool for business scholars, students, and practicing managers in the middle and upper levels of organizations.
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Sources and Forms of Organizational Change
Downsizing and Redesigning Organizations
Organizations Reacting to Hyperturbulence
Implications of Top Managers Communication Choices
Effects of Executive Team Demography on Organizational Change
The Impact of UpperEchelon Diversity on Organizational Performance
Understanding and Predicting Organizational Change
Managing the Process of Organizational Innovation
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Academy of Management action activities adaptive Adjusted R2 adoption alliances analyses assessed associated behavior bricolage bricoleur chaebols changes in organizational chapter characteristics Chet Miller cognitive diversity communication competitive complex cost Daft differentiation dirty dozen downsizing employees environment environmental example Expo 86 external factors firms focus functional Glick goals Hambrick hospitals Huber implementation important improvement increased industry initiatives innovation interaction internally focused changes interviews learning levels Management Journal managerial ment misfit nizations occur orga organization theory organization's organizational change organizational design organizational forms organizational learning organizational performance organizations positive power distance predict predictors quality culture questionnaire redesign relationships reported responses rich social Starbuck strategic decisions Strategic Management strategic reorientations strategy Table team dynamics tegic tenure theory tion top management team turbulence uncertainty avoidance upper-echelon team values variables Weick zational