Toolkit for Organizational Change

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SAGE, 2007 - Business & Economics - 429 pages
1 Review

"Toolkit For Organizational Change" is a thoroughly 'student friendly' and comprehensive introduction to the techniques, methods, and 'tools' for effectively creating and implementing change in an organization" -THE MIDWEST BOOK REVIEW

"The text is designed for advanced students but its real-world examples and emphasis on the measurement of change will appeal to middle managers, change agents and senior executives who are looking for a broad-reaching toolkit for their own organizational change needs". -CMA MANAGEMENT

CAWSEY: Toolkit for Organizational Change

This unique toolkit provides insights and practical tools for anyone involved in organizational change. Bridging current theory with practical applications, Toolkit for Organizational Change combines conceptual models with concrete examples and useful exercises to dramatically improve the knowledge, skills, and abilities of students in creating effective change.

Key Features

  • Takes a pragmatic, action-oriented approach: Frameworks are given to help students understand, plan, implement, and evaluate change.
  • Emphasizes the measurement of change: Students will learn that measurement is crucial not only to determine the progress of change plans but also that measurement itself is a change tool.
  • Demonstrates principles and applications: Engaging, real-world examples, exercises, and cases illustrate theory and concepts.
  • Offers an integrating organizational change model: Each chapter is positioned in the organizational change model so students can see the connections between topics and chapters.

Intended Audience

This core text is designed for advanced undergraduate and graduate courses such as Organizational Change, Organizational Development, Enhancing Organizational Effectiveness, and Leadership and Change in the departments of business & management and industrial & organizational psychology. It will be of interest to middle managers, change agents, organizational development specialists, and senior executives.


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About the author (2007)

Tupper Cawsey is Professor of Business, Wilfrid Laurier University, Waterloo, Ontario.?? He has been Associate Dean of Business at Wilfrid Laurier University, MBA Program Director, Director of the Laurier Institute and Area Coordinator of the Management and Organizational Behaviour Area in the School of Business and Economics.

Dr. Cawsey has been recognized nationally in 2001 as one of Canada??'s top five business professors by receiving the Leaders in Management Education award, sponsored by PricewaterhouseCoopers and the National Post.?? Dr. Cawsey is also the 1994 recipient of the David Bradford Educator Award, presented by the Organizational Behaviour Teaching Society, and the 1990 Wilfrid Laurier University "Outstanding Teacher Award."

Dr. Cawsey created the Case Track for the Administrative Sciences Association of Canada, a peer review process for cases. He is author or co-author of over 6 books and monographs including, "Canadian Cases in Human Resource Management", Pearson, 1987 and several monographs including "Control Systems in Excellent Canadian Companies" and the "Career Management Guide."?? Dr. Cawsey has over 15 refereed publications in a variety of journals and has received ???best case awards??? for several cases. In 2005, he received the Christiansen award from the Kaufman Foundation and the North American Case Research Association.

Gene Deszca is Professor of Business Administration, a former MBA Director, and is currently the Associate MBA Director in the School of Business and Economics at Wilfrid Laurier University. He has held a number of leadership roles at Laurier, including ones involving the development and launch of the full-time, one year MBA program, the executive MBA program, and the international concentration. He was instrumental in the development of the Society of Management Accountants of Canada's post-university professional accreditation programs and is a member of their national Board of Directors.

Gene is the author or coauthor over 100 journal, conference publications/presentations, books, monographs, and technical papers. These include the books "Canadian Cases in Human Resource Management, "and" Cases in Organizational Behaviour" and the articles "Driving Loyalty Through Time-to-Value", and "Managing the New Product Development Process: Best-in-Class Principles and Leading Practices". His current research and consulting activity focuses on organizational change and the development of high performance enterprises.

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