Organizational Change and Redesign

Ideas and Insights for Improving Performance

Inbunden, Engelska, 1993

838 kr

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Beskrivning

This book is the culmination of four years of the coordinated research of twelve business professors in management and organizational science. Their studies were directed at increasing an understanding of the relationships among organizational change, redesign, and performance. The book will deal with how organizational performance is affected by changes in the organization's environment, strategy, structure, and leadership, and how managerial effectiveness is affected by managerial demographics, team structure, and communication processes. This book represents some of the finest authors currently working in the area of organizational change and performance.

Produktinformation

Utgivningsdatum:1993-11-18
Mått:163 x 242 x 34 mm
Vikt:726 g
Format:Inbunden
Språk:Engelska
Antal sidor:464
Förlag:OUP OXFORD
ISBN:9780195072853

Utforska kategorier

Recensioner i media

This book on organizational change and redesign is very timely for today's successful manager...The material in the book is quite comprehensive, and contributes extensively to research in the area of organizational redesign. It is definitely a book not to be missed by academics.

Innehållsförteckning

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