Organizational Change Through Effective Leadership"Featuring a new case, the Plant Z story, this edition is completely up to date with new theories and concepts related to leadership and change. This new edition reflects the challenges for today's managers and helps them diagnose what is going on in the environment, develop strategies for meeting new conditions, and implement a process of change to sustain the health and vitality of their organizations. Both cases deal with industrial plants, but the problems and solutions apply to the managers of all organizations--business, academic, health care, military, political, or religious. Imaginative and intelligent management can function in any setting to effectively guide their organizations. The Plant Y case deals primarily with the management sector of the organization; Plant Z focuses on the worker as well as management and the dramatic turnaround generated through worker participation and involvement in the decision-making process. The cases illustrate how the behavioral science theory and research can give the practicing manager a tool for diagnosing situations and planning strategies for change"--Back cover. |
Contents
PERIOD OF DISINTEGRATION | 23 |
PERIOD OF CHANGE | 73 |
Turning Things AroundA Slow Process | 109 |
Copyright | |
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Administration Analysis Argyris Chapter conflict Cooley Cooley's coordinating corporation decision developed effective employees environment Eric Berne foremen Frederick Herzberg function goals Guest Hersey and Blanchard Herzberg high task/low relationship Homans hourly workers Human Organization Human Relations hygiene factors improved integration interactions interpersonal intervening variables involved Jane Mouton joint committee Kurt Lewin leader leadership style Likert management hierarchy Management of Organizational manager Rafferty managerial Maslow maturity level McGraw-Hill Book Company McGregor meetings needs observed operating Organization New York Organizational Behavior Organizational Change participative Paul Hersey performance period of disintegration personnel plant manager Plant Y story Plant Y's position power problem-solving groups problems production manager reinforcement relationship/low task Rensis Likert Research responsibility result Robert Robert H role Situational Leadership Theory Social solving staff Stewart structure subordinates subsystems success superintendents supervision supervisors technical Theory Y top management Transactional Analysis union variables Warren G