Suchergebnisse

Organizational change in our complex world -- Change frameworks for organizational diagnosis? How to change -- Change frameworks for organizational diagnosis? What to change -- Understanding and building the need for change -- Organizational structures and systems and change -- The emergent or informal organization -- The recipients of change? Those on the receiving end -- Change agent types and effectiveness -- Action planning, aligning and implementing change -- Measuring change? Designing effective control systems -- Summary thoughts on organizational change

▪ Abstract  Three ideas—a complex division of labor, an organic structure, and a high-risk strategy—provoke consistent findings relative to organizational innovation. Of these three ideas, the complexity of the division of labor is most important because it taps the organizational learning, problem-solving, and creativity capacities of the organization. The importance of a complex division of labor has been underappreciated because of the various ways in which it has been measured, which in turn reflect the macroinstitutional arrangements of the educational system within a society. These ideas can be extended to the study of interorganizational relationships and the theories of organizational change. Integrating these theories would provide a general organizational theory of evolution within the context of knowledge societies.

Addressing various topics, challenges, and gaps in our knowledge of organizational change, this book explores the dynamics of time in organizational change, and proposes the use of the concept of "flow time." It also examines the issue of excessive change in organizations, which is defined as the simultaneous pursuit of multiple unrelated changes

A timely and intriguing collection, this volume represents a unique blend of theory and practice, intervention and research, revisiting traditional practices and introducing emerging new ones, providing multidisciplinary perspectives on current issues in the field and even a proposed new paradigm for organization development and change

Introduction -- The barriers to change -- The reasons for change -- Interpreting the language of change -- The process of change -- Understanding the business -- Understanding the change -- Who is impacted by the change -- Organizational change management approaches -- Organizational change management techniques -- How to measure success -- Creating a winning organizational change management strategy -- Adopting a culture of change

This article describes the authors experience as an organizational change agent. The need to enhance client access to mental health care was the rallying cry for clinic transformation. The author describes how facility management, staff development, and therapeutic community were used to improve clinic functioning. The article ends with suggestions for how the reader might engage in organizational change.

Organizational change can be usefully conceptualized in terms of both its process and its content. Process refers to how change occurs. Content describes what actually changes in the organization. Theories and analyses of organizational change seek to explain why organizations change as well as what the consequences are of change. Empirical evidence on both questions is fragmentary and occasionally contradictory. Models that consider both process and content show the greatest potential for resolving this situation. Such models can be used to test social science theories as well as to evaluate programs of organizational change promulgated by consultants and practitioners. Basic organizational theory would be enhanced by greater attention to organizational change.