Organization Theory: Tension and Change provides the most current and concise analysis of the development and evolution of organizational theories, forms, and practices, from the rise of the factory system to the emergence of the virtual global organization. Using a wide variety of examples and applications from private- and public-sector organizations, the text emphasizes the tensions, contradictions, and paradoxes inherent in all organizational arrangements. In addition to the classic themes such as scientific management, human relations, rational bureaucratic models, and environmental models, the book explores emerging organizational forms based on lean and flexible production, post-bureaucracy, alliancess, and networks, virtual organization and information technologies, corporate cultures, learning organizations, transnational commodity chains, and post-modernism.
The organization's base rests on management's philosophy, values, vision and goals. This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from. Culture is the conventional behavior of a society that encompasses beliefs, customs, knowledge, and practices. It influences human behavior, even though it seldom enters into their conscious thought. People depend on culture as it gives them stability, security, understanding, and the ability to respond to a given situation. This is why people fear change. They fear the system will become unstable, their security will be lost, they will not understand the new process, and they will not know how to respond to the new situations.
Book DescriptionORGANIZATION STRUCTURES: Theory and Design, Analysis and Prescription describes how to organize people to achieve a desired outcome. This is done by way of establishing sets of rules from "real world" organizationcontexts. Moreover, the development of these rules within "real world" contexts means that the rules must be true, general, operational, technically sound, and easy to use. With an understanding of rules and the processes of their use, organization structures can be identified, which in turn form the basis of a theoretical framework. From this theoretical framework, generalized design rules are identified that can be used to design structures with specific purposes. An efficient design of organization structure(s) will result when design rules—along with their use—are inextricably tied to the structural components and with what these structures propose to do. The book discusses, examines, and demonstrates the interrelationship of the design rules, their use within organization structures theoretically and along with their practical implications. Throughout the book an extended example of the Masters Brewing Corporation (MBC) is used to illustrate the conceptual material and to make the implications of the organizational analysis explicitly concrete.
The cost to business of unresolved conflicts is high; tribunals, loss of productivity, resignations and damaged reputations are serious consequences for all concerned. With increased organizational change in the form of changes in leadership, restructuring, downsizing, matrix management, mergers, acquisitions and systems changes comes increased political activity and the potential for either increased learning and growth or tension and unproductive conflict.Change agents, HR practitioners and managers need to be skilled at empowering others to use or resolve conflict effectively for a more productive working environment and greater employee satisfaction. Change, Conflict and Community takes readers through the essential theory and hands-on practice of working with change and conflict by considering:* How we can increase our understanding of the tensions that often exist when change is ever present in the organization* How to work more effectively with the dynamic relationship between change and conflict* How the idea of community can help us to work with the energy of change and human interactionBarbara Kenton is a freelance consultant and Director of WHooSH Whole Systems Health. She is an experienced consultant, mediator, facilitator, coach and trainer with over 25 years' experience as a manager and development specialist working with individuals, teams and organizations both in the UK and internationally. She has published a number of articles on the role of the internal consultant and challenges facing those in HR. She is a qualified workplace and community mediator.Suzanne Penn is an independent consultant, facilitator and coach with 20 years' experience in the HR and Organization Development field. She has worked as an internal and an external practitioner across all sectors and industries in the UK, mainland Europe and the US. A previous Assistant Director at Roffey Park Management Institute, she brings to this book particular expertise in leadership development, group facilitation, strategic HR and organizational change and culture. The HR SeriesThe HR Series is edited by Julie Beardwell, Principal Lecturer in Human Resource Management at DeMonfort University, and Linda Holbeche, Director of Research and Policy at CIPD, and is designed to plug the gap between theory and implementation. The books draw on live examples of strategic HR in practice and offer practical insights into how to transform individual and functional delivery to improve value-added. Intended for serious HR professionals who aspire to make a real difference within their organization, The HR Series provides resources to inform, empower and inspire the HR leaders of the future.* Examines how the concept of organizations as communities can impact positively on the energy of change and human interaction* Covers the challenging topic of dispute resolution through practical case study examples * Includes all the essential theory and hands-on practice of working with change and conflict
Walter Experiential ?learning? And Change – Theory Design And Practice
The Natural Science Paradigm of knowledge has prevailed in Social Sciences for the last century or so. Organization Theory is no exemption to this trend. Though the construct culture is expounded sporadically yet there is no comprehensive body of knowledge linking roots of a civilization with ways of managing and organizing. This study traces the foundational values of Western civilization covering the periods of Dark and Medieval Ages through Enlightenment, Renaissance, Modernity and Postmodernity. It constructs two parallel discourses, historical and organizational, and reflexively compares them. Similar studies for other civilizations can substantiate the main thesis of this study that managerial practices are embedded in larger foci of civilization like philosophical, political, economic, religious and moral thoughts and values.
Two-time "New York Times" bestselling authors Roger Connors and Tom Smith show how leaders can achieve record-breaking results by quickly and effectively shaping their organizational culture to capitalize on their greatest asset-their people.
Shows how managers can use the conceptual framework of TPC theory (technical, political, and cultural dynamics) to cope with major strategic reorientation. Raises such fundamental questions about the nature of organizations. What business(es) should we be in? Who should reap what benefits from the organization? What are the values and norms of organizational members? Provides concepts and workable technologies for dealing with these questions and preparing for future change. Includes extensive examples.
This study argues that the transformation that has taken place in Irish Higher Education over the last five decades is better understood in the context of similar advances that have taken in place in higher education throughout the world over the same time period. World society theory posits that these global changes, and the diffusion of particular policies and organisational forms, is a consequence of emerging global structures and an increasingly rationalised world culture that impacts on all nation-states and social domains such as higher education. International organisations are a key element of these global structures and play a pivotal role in the creation of models that delineate actors, purpose and structure within particular social domain. The study assesses the degree to which Irish higher education has been shaped by that broader world culture and examines the interactions between actors in Irish higher education and two of the most influential agencies involved in forming global models of higher education, the European Union and the OECD."
Why are some organizations, such as Google, Toyota and Xerox, so successful, while others seem destined to fail? The answer lies in how they manage change. New technology and regulations, blurred organizational boundaries, and an increasingly globalized workforce present opportunities and threats that managers must address if organizations are to survive and prosper. John Hayes' best-selling textbook provides you with the skills you will need as a future manager or leader to identify the necessity for change and ensure its successful implementation. Its hands-on approach includes a number of 'change tools' that you can apply to various change scenarios, exercises which invite you to reflect on your experience of change in everyday life, and a host of case studies and examples based on real-life organizations worldwide. These practical features are underpinned by a theoretical framework presenting change as a flexible yet controlled sequence of activities. The fourth edition offers: - Two new chapters on process models of change and implementing change- A revised structure based on an updated theoretical framework focusing more on planning for change, individual and collective learning, leading and managing people issues- Brand new Managing change in practice features which link videos of experienced change practitioners discussing key topics to questions and exercises in the book- More international case studies and examples than ever. Visit www.palgrave.com/companion/hayes-change-management4 for access to voiced-over presentations on key topics, video interviews with change practitioners, additional case studies and much more.