Organization Change. A Comprehensive Reader. J-B Warren Bennis Series

  • ID: 2242958
  • Book
  • 1016 Pages
  • John Wiley and Sons Ltd
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Organization Change

First published in 1961, the original four editions of The Planning of Change, co–edited by Warren Bennis, Kenneth D. Benne, and Robert Chin, provided the best compilations of readings at the time on a comparatively new field. In this updated version, focusing more on planned organization change, W. Warner Burke, Dale G. Lake, and Jill Waymire Paine take the four earlier editions to a new level and provide the most relevant, salient, and time–tested ideas that are considered the gold standard for an in–depth understanding of organization change. Each of the 75 articles included in this extraordinary volume has launched its own field of inquiry or practice and, together, are considered the key readings for any student or practitioner of organization change and development.

Organization Change offers a unique collection of writings from the most prominent names in the field. Contributions to this volume include writings by such luminaries as:

Billie Alban

Chris Argyris

Richard Beckhard

Michael Beer

Warren Bennis

William Bridges

Barbara Bunker

Connie Gersick

Larry Greiner

Richard Hackman

Gary Hamel

Rosabeth Moss Kanter

Jon Katzenbach

Kurt Lewin

Gareth Morgan

James O′Toole

Eric Trist

Edgar Schein

Don Schön

Michael Tushman

Karl Weick

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Chapter 1: Environment as Stimulus for Change Organization change is typically a reaction to a change in the external environment. The purpose of this chapter is to expand our understanding of these environmental changes and the planned organizational response to them.

Chapter 2: Theories & Models This chapter provides a theoretical overview of the literature on organization change.

Chapter 3: Diagnosing the Current State This chapter is designed to help scholars and practitioners diagnose the need for organization change.

Chapter 4: Understanding Resistance Psychologists have been dedicated to understanding resistance to change and helping leaders respond to it for more than half a century. Beginning with the classic article by Coch & French (1948), this chapter addresses the nature of resistance to change at the individual, group and organizational levels.

Chapter 5: Change Interventions Individual, group and organizational level change interventions are included in this chapter.

Chapter 6: Key Roles in Planned Change This chapter focuses on the roles that leaders, groups, teams and internal organizational members play in organization change.

Chapter 7: Building Knowledge of Changing Through Assessment This chapter is designed to provide a deeper understanding of the role of assessment in change and to help scholars and practitioners measure the effectiveness of change initiatives, the overall change process and continuous learning and growth.

Chapter 8: The Future of Planned Change The final chapter will address future directions in the study and practice of organization change.
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W. Warner Burke
Dale G. Lake
Jill Waymire Paine
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