Organization Change Theory and Practice 5th Edition Warner Burke Test Bank
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Organization Change Theory and Practice 5th Edition Warner Burke Test Bank.
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Organization Change Theory and Practice 5th Edition Warner Burke Test Bank
Product details:
- ISBN:1506357997
- ISBN-13:9781506357997
- Author: W Warner Burke
Table contents:
Chapter 1: Sources for Understanding Organization Change Introduction and Overview A Short Story of Launching Organization Change
Chapter 2: Rethinking Organization Change The Paradox of Planned Organization Change Making the Case for Organization Change Personal Declarations and Points of View A Closing Request
Chapter 3. A Brief History of Organization Change Scientific Management The Hawthorne Studies Industrial Psychology Survey Feedback Sensitivity Training Sociotechnical Systems Organization Development The Managerial Grid and Organization Development Coercion and Confrontation Management Consulting
Chapter 4: Theoretical Foundations of Organizations and Organization Change Open-System Theory Characteristics of Open Systems Organization Change Is Systemic Toward a Deeper Understanding of Organization Change Capra’s Three Criteria for Understanding Life Implications for Organizations and Organization Change
Chapter 5: The Nature of Organization Change Revolutionary Change Evolutionary Change Revolutionary Change: Case Example Evolutionary Change: Case
6: Levels of Organization Change: Individual, Group, and Larger System Change in Organizations at the Individual Level Individual Responses to Organization Change Change in Organizations at the Group Level Group Responses to Organization Change Change in Organizations at the Larger-System Level System Responses to Organization Change
Chapter 7: Organization Change: Research and Theory Reviews of Organization Change Research Recent Approaches to Research and Theory Organization Models Organization Change Theory Current Thinking on Organization Change and Research
Chapter 8: Conceptual Models for Understanding Organization Change Content: What to Change Process: How to Change—A Theoretical Framework Process: How to Change—Practice Frameworks Mini-Theories Related to Organization Change The Content and Process of Strategic Change in Organizations Strategies for Effecting Change in Human Systems
Chapter 9: Integrated Models for Understanding Organizations and for Leading and Managing Change What Is an Organizational Model? Why Use an Organizational Model? Organizational Models and Organization Change A Comparison of the Three Models
Chapter 10: The Burke–Litwin Causal Model of Organization Performance and Change Background The Model Support for the Model’s Validity
Chapter 11: Organizational Culture Change Experiencing Organizational Culture The British Airways Story: A Case of Culture Change You Don’t Change Culture by Trying to Change the Culture A Theoretical Summary of the British Airways Story
Chapter 12: Understanding and Working With Loosely Coupled Systems The Case of Change at the A. K. Rice Institute Organizational Structure and Loosely Coupled Systems Loosely Coupled Systems
Chapter 13: Those Other Organizations
Chapter 14: Transformational Leadership Does Leadership Matter? On Defining Leadership Toward Further Definition Characteristics of Executive Leadership Howard Gardner’s Leading Minds Howard Gardner’s Changing Minds
Chapter 15: Leading Organization Change Phases of Organization Change and the Leader’s Role The Prelaunch Phase The Launch Phase Postlaunch: Further Implementation Sustaining the Change
Chapter 16: Organization Change: Summary and Integration Applying The Tipping Point Principles to Planned Organization Change Changing the Organization Successful Processes of Organization Change Positive Organization Change The Look of Change
Chapter 17: Organization Change: What We Need to Know The Process of Organization Change Organization Change Leadership Organizational Structure Formal and Informal Rewards Training and Development Teams and Teamwork in Organizations Organizational Size Organizational Performance Learning Priorities Moving Forward Conclusion
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