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Organization Change: Theory and Practice / Edition 1

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Organization Change: Theory and Practice provides an overview of the theoretical and research foundation for our current understanding of organization change, including the nature and types of change organizations experience. The author reviews various models, including a new model developed by Burke-Litwin, and uses cases to demonstrate how these models can be used to diagnose change issues in organizations. Emphasizing planned, revolutionary change over the typical gradual, evolutionary change organizations experience, Burke combines and integrates theory and research with application for insight into all aspects of organization change.

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Editorial Reviews

Leonard D. Goodstein
"Burke manages to integrate the extant theories of organizational change with case examples that make the theories come alive. He skillfully combines his strong interests in the abstract with his four decades of practical, personal experience in facilitating large-scale organizational change efforts. This book is clearly the work of a master at the peak of his career. "
"Burke manages to integrate the extant theories of organizational change with case examples that make the theories come alive. He skillfully combines his strong interests in the abstract with his four decades of practical, personal experience in facilitating large-scale organizational change efforts. This book is clearly the work of a master at the peak of his career."
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Product Details

  • ISBN-13: 9780761914839
  • Publisher: Sage Publications (CA)
  • Publication date: 6/14/2002
  • Series: Foundations for Organizational Science Series
  • Edition description: Older Edition
  • Edition number: 1
  • Pages: 344
  • Product dimensions: 6.00 (w) x 8.90 (h) x 0.80 (d)

Meet the Author

W. Warner Burke (Ph.D, University of Texas at Austin) is the Edward Lee Thorndike Professor of Psychology and Education, coordinator for the graduate programs in social organizational psychology, and chair of the Department of Organization and Leadership at Teachers College, Columbia University, New York. He is also co-director of the master of arts program in organizational psychology jointly conducted with the U.S. Military Academy, West Point. Dr. Burke earned his BA from Furman University and his MA and Ph.D. from the University of Texas at Austin. Prior to Teachers College, he served as chair of the Department of Management at Clark University, head of management programs and organization development at the NTL Institute, and executive director of the OD Network. Dr. Burke's consulting experience has been with a variety of organizations in business and industry, education, government, religion, and medical systems. A diplomate in industrial/organizational psychology and in organizational and business consulting from the American Board of Professional Psychology, he is also a fellow of the Academy of Management, the Association of Psychological Science, and the Society for Industrial and Organizational Psychology, and he was editor of both Organizational Dynamics and the Academy of Management Executive. He has written more than 200 articles and book chapters in organizational psychology, organization change, and leadership and has written, collaborated on, or edited 19 books. He has received numerous awards, including, in 1989, the Public Service Medal from the National Aeronautics and Space Administration; in 1990, the Distinguished Contribution to Human Resource Development Award; in 1993, the Organization Development Professional Practice Area Award for Excellence—the Lippitt Memorial Award—from the American Society for Training and Development; the distinguished scholar-practioner award from the Academy of Management; the distinguished contribution to practice award from the Society for Industrial and Organizational Psychology; and lifetime achievement awards from the OD Network and Linkage, Inc. His most recent book, co-edited with Dale Lake and Jill Paine, was Organization Change: A Comprehensive Reader (2009).

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Table of Contents

1 Rethinking Organization Change
The Paradox of Planned Organization Change
Making the Case for Organization Change
Personal Declarations and Points of View
2 A Brief History of Organization Change
Scientific Management
The Hawthorne Studies
Industrial Psychology
Survey Feedback
Sensitivity Training
Sociotechnical Systems
Organization Development
The Managerial Grid and OD
Coercion and Confrontation
Management Consulting
3 Theoretical Foundations of Organizations and Organization
Open Systems Theory
Characteristics of Open Systems
Organization Change Is Systemic
Toward a Deeper Understanding of Organization Change
Capra's Three Criteria for Understanding Life
Implications for Organizations and Organization Change
4 The Nature of Organization Change
Revolutionary Change
Evolutionary Change
Revolutionary Change-Case Example
Evolutionary Change-Case Example
The Tools for Assessment and Ratings
Data Summary of the Firm's Partners
5 Levels of Organization Change: Individual, Group, and Larger System
Change in Organizations at the Individual Level
Individual Responses to Organization Change
Change in Organizations at the Group Level
Group Responses to Organization Change
Change in Organizations at the Larger-System Level
6 Organization Change: Research and Theory
Reviews of Organization Change Research
More Recent Approaches to Research and Theory
Organization Models
Organization Change Theory
Current Thinking Regarding Organization Change and Theory
System Responses to Organization Change
7 Conceptual Models for Understanding Organization Change
Content: What to Change
Process: How to Change -- A Theoretical Framework
Process: How to Change -- Practice Frameworks
Mini-theories Related to Organization Change
The Content and Process of Strategic Change in Organizations
Strategies for Effecting Change in Human Systems
8 Integrated Models for Understanding Organizations and for Leading and Managing Change
What Is an Organizational Model?
Why Use an Organization Model?
Organization Models and Organization Change
Weisbord's Six-Box Model
The Nadler-Tushman Congruence Model
Tichy's TPC Framework
A Comparison of the Three Models
9 The Burke-Litwin Causal Model of Performance and Change
The Model
Transformational and Transactional Dimensions
Support for the Model's Validity
Influence of the External Environment
The Transformational Factors
The Transactional Factors
10 Application of the Burke-Litwin Model
Case 1: Dime Bancorp, Inc.
Case 2: British Broadcasting Corporation (BBC)
11 Leading Organization Change
Does Leadership Matter?
On Defining Leadership
Toward Further Definition
Phases of Organization Change and the Leader's Role
The Pre-launch Phase
The Launch Phase
Post-launch-Further Implementation
Sustaining the Change
12 Organization Change: Epidemics, Integration and Future Needs
The Tipping Point
Applying the "Tipping Point" Principles to Planned Organization Change
Changing the Organization
Organization Change: What We Need to Know
Appendix: Annotated Bibliography
About the Author
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  • Anonymous

    Posted September 16, 2003

    A complete analysis of change theory

    Burke does a yeoman's job in laying out the breadth and depth of change theory in organizations. This is a excellent text to better understand change theories, their history and application. I highly recommend it for graduate level work in organizational change, OD, HRD and adult education as an introduction to organizational change.

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