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Organizational Change and Redesign

Ideas and Insights for Improving Performance

Edited by GEORGE P. HUBER and WILLIAM H. GLICK

New in paperback!

"Definitely a book not to be missed."--Journal of Product Innovation Management

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.

"This book takes the topic of organizational change to a new plateau; and, with the wealth of empirical data and conceptual insights offered, the new view is expansive and enlightening. With cutting-edge contributions by some of the leading thinkers on strategic change, the Huber and Glick volume will be exceedingly valuable for executives and management scholars alike."--Donald Hambrick, Columbia University

"Simultaneously intellectually challenging and practically relevant."--Mary Ann Von Glinow, Florida International University.

Table of Contents

Contributors
1. Sources and Forms of Organizational Change
2. Downsizing and Redesigning Organizations
By Kim S. Cameron, Sarah J. Freeman, Aneil K. Mishra
3. Organizations Reacting to Hyperturbulence
By Alan D. Meyer, James B. Goes, Geoffrey R. Brooks
4. Implications of Top Managers' Communication Choices for Strategic Decisions
By Richard L. Daft, Kenneth R. Bettenhausen, Beverly B. Tyler
5. Effects of Executive Team Demography on Organizational Change
By Charles A. O'Reilly III, Richard C. Snyder, Joan N. Boothe
6. The Impact of Upper-Echelon Diversity on Organizational Performance
By William H. Glick, C. Chet Miller, George P. Huber
7. Understanding and Predicting Organizational Change
By George P. Huber, Kathleen M. Sutcliffe, C. Chet Miller, William H. Glick
8. Managing the Process of Organizational Innovation
By Andrew H. Van de Ven
9. Designing Global Strategic Alliances: Integrating Cultural and Economic Factors
By John W. Slocum, Jr., David Lei
10. (Re)Designing Dynamic Organizations
By Peter R. Monge
11. Organizational Redesign As Improvisation
By Karl E. Weick
12. What Was Learned About Organizational Change and Redesign
Epilogue: Designing Postindustrial Organizations: Combining Theory and Practice
By Arie Y. Lewin, Carroll U. Stephens
Appendix: Studying Changes in Organizational Design and Effectiveness: Retrospective Event

Histories and Periodic Assessments
By William H. Glick, George P. Huber, C. Chet Miller, D. Harold Doty, Kathleen M. Sutcliffe
Name Index
Subject Index
About the Editors:

George P. Huber holds the Charles and Elizabeth Prothro Regents Chair in Business Administration at the University of Texas at Austin. William H. Glick is Associate Professor of Management at the University of Texas at Austin.

1993 (paper 1995)   464 pp.; 31 illus.; 6-1/8 x 9-1/4 in.
paper, 0-19-510115-4

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