Understanding Organizational Change

By: Albert J Mills, Kelly Dye, Jean Helms-Mills

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Paperback | 5 September 2008 | Edition Number 1

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240 Pages

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This exciting new text fills a gap in the management literature on organizational change. It presents a balanced view which raises questions about the imperative of change, whose interests are being served, how change programs impact employees, and why organizations continually engage in such programs. The authors provide an overview of: change management literature; types of change techniques over time (i.e. TQM, BPR, Balanced Scorecard, Six Sigma, etc.); the role of management gurus in the rise and fall of management fashions; the impact of organizational change on organizational members; ways to understand organizational resistance; and ways to use this understanding to overcome resistance.
Featuring vignettes of companies from both sides of the Atlantic, which have undergone some of the better-known change techniques, and explore the reasons for their successes and failures, readers are encouraged to question the validity of change for change's sake. This book is an innovative and important new text for students of organizational behavior, organizational change, strategy and HRM.
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You Can Find This Book In

Non-Fiction Business & Management Organisational Theory & Behaviour Management & Management Techniques Management of Specific Areas Personnel & Human Resources Management Economics

List of figures	p. ix
Acknowledgements	p. x
Making sense of organizational change	p. 1
Vignette: Business as usual. A day in the life of the business world	p. 1
The development of change management	p. 9
The importance of change management	p. 10
Objectives of this book	p. 14
End of chapter questions and exercises	p. 21
The discourse of change: from theory to practice	p. 22
Vignette: Air Canada and change	p. 22
Early management theories and the changing nature of work	p. 24
Types of change	p. 31
Forces of change	p. 33
Levels of change	p. 34
Making sense of the evolution of programmatic change	p. 35
Making sense of the traditional models of change	p. 37
Conclusion	p. 37
End of chapter questions and exercises	p. 37
From Lewin to OD: planned approaches to change	p. 39
Vignette: ASDA moves into Northern Ireland	p. 39
An introduction to planned change	p. 41
Kurt Lewin and organizational change	p. 42
Organizational Development (OD)	p. 50
Summary	p. 54
End of chapter questions and exercises	p. 54
Organizational culture and culture change	p. 56
Vignette: cultural clashes	p. 56
The roots of organizational culture	p. 57
Culture and culture change	p. 59
Making sense of organizational culture	p. 60
From theory to practice	p. 64
Planned culture change	p. 64
Successful planned culture change	p. 66
Unsuccessful culture change	p. 68
Pre-packaged change programmes	p. 70
Conclusion	p. 70
End of chapter questions and exercises	p. 71
Organizational learning, the learning organization and appreciative inquiry	p. 73
Vignette: British Petroleum creates a learning organization	p. 73
Vignette: organizational learning in a Canadian hospital	p. 74
Organizational learning	p. 76
The learning organization	p. 77
Making sense of the organizational learning literature	p. 81
The future of organizational learning research	p. 83
Appreciative inquiry	p. 83
Conclusion	p. 86
End of chapter questions and exercises	p. 86
The quality movement - TQM and business process re-engineering	p. 88
Vignette: The big three auto makers in the news	p. 88
The history of the quality movement	p. 90
What is Total Quality Management?	p. 92
Business Process Re-engineering (BPR)	p. 96
Summary	p. 99
End of chapter questions and exercises	p. 99
A measure of change: Six Sigma and the Balanced Scorecard	p. 100
Vignette: Measuring change at General Electric: from Balanced Scorecard to Six Sigma	p. 100
The Balanced Scorecard	p. 102
An outline of the Balanced Scorecard approach	p. 103
Six Sigma	p. 107
An outline of the Six Sigma method	p. 110
Making sense of BSC and Six Sigma	p. 113
Change and the change management approach	p. 115
End of chapter questions and exercises	p. 116
Leading change	p. 118
Vignette: HealthSouth CEO faces 36 criminal charges	p. 118
A look inside today's companies - the leadership factor	p. 120
Do leaders matter?	p. 121
Traditional theories of leadership	p. 122
Leading change	p. 125
Overcoming resistance to change	p. 132
Must the leadership of change happen from the top?	p. 134
Leaders as sensemakers of change	p. 135
End of chapter questions and exercises	p. 136
Power and resistance	p. 137
Vignette: Power and Resistance at Nova Scotia Power	p. 137
Antecedent theories of power	p. 140
Resistance and power in theories of organization and change	p. 145
The five bases of power	p. 146
Kanter's notion of organizational power	p. 147
New approaches to power	p. 149
End of chapter questions and exercises	p. 153
Diversity management	p. 155
Vignette: General Electric Aviation Materials sued for discrimination	p. 155
What is diversity management?	p. 157
Significant success factors	p. 159
A more critical look at diversity	p. 166
Some concluding thoughts	p. 167
End of chapter questions and exercises	p. 168
Institutionalization and change	p. 169
Vignette: Obituary: Ben's Restaurant, Montreal, 1908-2006	p. 169
Making sense of change and stability	p. 171
A look inside today's companies	p. 173
Institutionalization	p. 174
Discourse and organizational knowledge	p. 177
Call centres and the management of change	p. 179
Sensemaking, institutionalization and change management	p. 180
End of chapter questions and exercises	p. 185
Endnotes	p. 187
Bibliography	p. 200
Index	p. 215
Table of Contents provided by Ingram. All Rights Reserved.

Understanding Organizational Change

At a Glance

Paperback

Shipping

How to return your order

Defective items

You Can Find This Book In

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