Organizational Change and Redesign: Ideas and Insights for Improving Performance by George P. HuberOrganizational Change and Redesign: Ideas and Insights for Improving Performance by George P. Huber

Organizational Change and Redesign: Ideas and Insights for Improving Performance

EditorGeorge P. Huber, William H. Glick

Paperback | September 1, 1995

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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 scientistsdo? 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 ofinterviews 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.
George P. Huber and William H. Glick are both at the University of Texas, Austin.
Title:Organizational Change and Redesign: Ideas and Insights for Improving PerformanceFormat:PaperbackDimensions:464 pages, 9.25 × 6.06 × 1.14 inPublished:September 1, 1995Publisher:Oxford University Press

The following ISBNs are associated with this title:

ISBN - 10:0195101154

ISBN - 13:9780195101157


Table of Contents

Contributors1. Sources and Forms of Organizational ChangePart I: The Challenge of Change2. Kim S. Cameron, Sarah J. Freeman, and Aneil K. Mishra: Downsizing and Redesigning Organizations3. Alan D. Meyer, James B. Goes, and Geoffrey R. Brooks: Organizations Reacting to Hyperturbulence4. Richard L. Daft, Kenneth R. Bettenhausen, and Beverly B. Tyler: Implications of Top Managers' Communication Choices for Strategic Decisions5. Charles A. O'Reilly III, et al.: Effects of Executive Team Demography on Organizational Change6. William H. Glick, C. Chet Miller, and George P. Huber: The Impact of Upper-Echelon Diversity on Organizational Performance7. George P. Huber, et al.: Understanding and Predicting Organizational ChangePart II: Redesigning Organizations8. Andrew H. Van de Ven: Managing the Process of Organizational Innovation9. John W. Slocum, Jr. and David Lei: Designing Global Strategic Alliances: Integrating Cultural and Economic Factors10. Peter R. Monge: (Re)Designing Dynamic Organizations11. Karl E. Weick: Organizational Redesign As ImprovisationPart III: Conclusion12. What Was Learned About Organizational Change and RedesignArie Y. Levin and Carroll U. Stephens: Epilogue Designing Postindustrial Organizations: Combining Theory and PracticeWilliam H. Glick, et al.: Appendix Studying Changes in Organizational Design and Effectiveness: Retrospective Even Histories and Periodic AssessmentsName IndexSubject Index

From Our Editors

'This book focuses on an extremely important topic. The contents emphasize cutting edge issues regarding organizational change and redesign. The articles are largely based on empirical research and are authored by an excellent set of scholars. It should make major contributions to management theory and practice in the design and implementation of major organizational change.'

Editorial Reviews

"This book contains the best information available for designing postindustrial organizations."--National Productivity Review