Organization Change Theory and Practice 3rd Edition Burke Warne Test Bank

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Organization Change Theory and Practice 3rd Edition Burke Warne Test Bank

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  • ISBN-10 ‏ : ‎ 8132110145
  • ISBN-13 ‏ : ‎ 978-8132110149
  • Author: W. Warner Burke (Ph.D, University of Texas at Austin)

This best-selling text shows how effective organization change is grounded in sound knowledge about human behavior in the workplace. Author W. Warner Burke reviews various models and cases to demonstrate how to diagnose change issues in organizations. The book integrates theory and research with application for insight into all aspects of organization change. Key Features Discusses a range of theories to help understand organizations and change: Readers learn about open-system theory, Capra s ideas about the life sciences, chaos theory, and Gladwell s The Tipping Point. Examines both evolutionary and revolutionary organization change, as well as the nature of change: The text discusses different types of change and also shows that organization change is initiated by changing behavior. Illustrates the usefulness of models: Models, including the Burke Litwin model, help simplify and focus the organizational change effort. New to the Third Edition Includes a new Chapter 11, Organizational Culture Change : This chapter focuses on changing an organization s culture the way we do things the most difficult aspect of organization change. New sections on positive organization change and loosely coupled systems have been added to Chapter 14, Organization Change: Integration and Future Needs, providing direction on future organizational change efforts. Offers a new case on revolutionary change: The Dime Bancorp, Inc., case in Chapter 5 provides an example of change in an organization s deep structure. An Instructor Teaching Site includes a test bank; PowerPoint slides; sample syllabi; access to SAGE journal articles; and links to web-based audio and video resources.

Table contents:

Introduction to the Series xi
Preface xiii
Acknowledgments xvii
1. Rethinking Organization Change 1
The Paradox of Planned Organization Change 2
Making the Case for Organization Change 4
Changing Corporations 4
Changing Government Agencies 6
Changing Higher Education Institutions and Nonprofit Organizations 7
Summary 9
Personal Declarations and Points of View 10
The Metaphor of Choice 10
The Theories of Choice 11
Types of Organization Change 11
Levels of Organization Change 12
How Organization Change Occurs 13
The Content and Process of Organization Change 14
Organizational Models 14
The Organizational Model of Choice 15
Organization Change Should Be Data-Based and Measured 16
Planned Organization Change Requires Leadership 16
Planned Organization Change Is Complex 17
Summary 17
A Closing Request 18
2. A Brief History of Organization Change 19
Scientific Management 20
The Hawthorne Studies 23
Industrial Psychology 26
Survey Feedback 28
Sensitivity Training 30
Sociotechnical Systems 32
Organization Development 34
The Managerial Grid and OD 36
Coercion and Confrontation 38
Management Consulting 40
Summary 42
3. Theoretical Foundations of Organizations and Organization Change 43
Open System Theory 43
Characteristics of Open Systems 45
Organization Change Is Systemic 49
Toward a Deeper Understanding of Organization Change 51
Capra’s Three Criteria for Understanding Life 53
Implications for Organizations and Organization Change 58
4. The Nature of Organization Change 63
Revolutionary Change 64
Evolutionary Change 67
Revolutionary Change: Case Example 70
Evolutionary Change: Case Example 72
The Tools for Assessment and Ratings 75
Data Summary of the Firm’s Partners 80
Conclusion 81
Summary 82
5. Levels of Organization Change: Individual, Group, and Larger System 83
Change in Organizations at the Individual Level 84
Individual Responses to Organization Change 92
Change in Organizations at the Group Level 97
Group Responses to Organization Change 102
Change in Organizations at the Larger-System Level 104
System Responses to Organization Change 111
Summary 114
6. Organization Change: Research and Theory 121
Reviews of Organization Change Research 121
More Recent Approaches to Research and Theory 127
The Shift From “Normal” Science 127
The Organizational Change Research Theory of Porras and Colleagues 129
Organization Models 131
Organization Change Theory 132
Current Thinking Regarding Organization Change and Theory 139
Summary 141
7. Conceptual Models for Understanding Organization Change 143
Content: What to Change 144
Process: How to Change–A Theoretical Framework 146
Process: How to Change–Practice Frameworks 150
Mini-Theories Related to Organization Change 156
Individual Emphasis 156
Group Emphasis 158
The Larger-System Emphasis 161
Summary 164
The Content and Process of Strategic Change in Organizations 164
Strategies for Effecting Change in Human Systems 168
Summary 172
8. Integrated Models for Understanding Organizations and for Leading and Managing Change 175
What Is an Organizational Model? 176
Why Use an Organization Model? 177
Organization Models and Organization Change 179
Weisbord’s Six-Box Model 180
The Nadler-Tushman Congruence Model 183
Tichy’s TPC (Technical, Political, Cultural) Framework 188
A Comparison of the Three Models 191
Summary 192
9. The Burke-Litwin Causal Model of Performance and Change 195
Background 195
The Model 198
Transformational and Transactional Dimensions 201
Support for the Model’s Validity 209
The Influence of the External Environment 210
The Transformational Factors 211
The Transactional Factors 212
Summary 215
10. Application of the Burke-Litwin Model 217
Case 1 Dime Bancorp, Inc. 217
Case 2 British Broadcasting Corporation (BBC) 226
Summary 238
11. Leading Organization Change 239
Does Leadership Matter? 240
On Defining Leadership 242
Toward Further Definition 242
Phases of Organization Change and the Leader’s Role 246
The Prelaunch Phase 247
The Launch Phase 257
Postlaunch: Further Implementation 260
Sustaining the Change 266
Summary 270
12. Organization Change: Epidemics, Integration, and Future Needs 273
The Tipping Point 274
Applying the “Tipping Point” Principles to Planned Organization Change 279
Changing the Organization 283
Organization Change: What We Need to Know 287
Priorities 293
Conclusion 295
Appendix Annotated Bibliography 297
References 303
Index 317
About the Author 326

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