Organizational Change and Redesign: Ideas and Insights for Improving Performance, Issue 1995

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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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Contents

Sources and Forms of Organizational Change
3
Downsizing and Redesigning Organizations
19
Organizations Reacting to Hyperturbulence
66
Implications of Top Managers Communication Choices
112
Effects of Executive Team Demography on Organizational Change
147
The Impact of UpperEchelon Diversity on Organizational Performance
176
Understanding and Predicting Organizational Change
215
Managing the Process of Organizational Innovation
269
Integrating Cultural
295
ReDesigning Dynamic Organizations
323
Organizational Redesign As Improvisation
346
What Was Learned About Organizational Change and Redesign
383
Name Index
434
Subject Index
440
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About the author (1995)

George P. Huber and William H. Glick are both at the University of Texas, Austin.

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