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.
Explore the evolution of organization theory in the health care sector Advances in Health Care Organization Theory, 2nd Edition, introduces students in health administration to the fields of organization theory and organizational behavior and their application to the management of health care organizations. The book explores the major health care developments over the past decade and demonstrates the contribution of organization theory to a deeper understanding of the changes in the delivery system, including the historic passage of the Patient Protection and Affordable Care Act of 2010. Taking both a micro and macro view, editors Stephen S. Mick and Patrick D. Shay, collaborate with a roster of contributing experts to compile a comprehensive volume that covers the latest in organization theory. Topics include: Institutional and neo-institutional theory Patient-centered practices and organizational culture change Design and implementation of patient-centered care management teams Hospital-based clusters as new organizational structures Application of social network theory to health care
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.
In contemporary Business world the wheel of organizational Change is thriving in all aspects of life. Globally the economical change, labor laws, business practices, the pressure of globalization and market economy are leading examples. Each organization is looking to achieve the maximum excellence in performing its business practices. Efficiency and effectiveness are the common phenomenon. The ability to do things in less expensive and power to it without delay. Whether you are a scientist, analyst or manager, whether you work with government, non profit or profit corporation, you will have to work in an organization in order to accomplish your goals. Therefore you find yourself with interactions with other people on an organization. Managing organization entails managing people who work in that organization. They differ in ranks; there are superiors, senior managers, executives, supervisors, line managers and the normal workforce. In managing strategic organizational change it means planning, controlling, organizing the behavioral change of an organization. This thesis will introduce you to a robust ways of managing change on people side.
You cant resist change but you can identify it and work with it. The author identifies the kind of changes taking place around the historical standards of the Urban SDA church in Kenya. Historical standards sustain and ensure mission continuity of an organization. Mission is the only reason why the organization exists. A change in historical standards will be a change in mission which will also means a change of organization. Changes can be positive or negative. A church as an organization is in urban and rural areas. Changes are more likely to move from urban to rural areas that is why the study focused on urban areas.
A Theory of Public Bureaucracy – Politics Personality & Organization in the State
Drawing upon philosophy and social theory, Social Theory of International Politics develops a cultural theory of international politics which contrasts with the realist mainstream. Wendt argues that states can view each other as enemies, rivals or friends, characterising these roles as 'cultures of anarchy', which are shared ideas which help shape states' interests and capabilities. These cultures can change over time as ideas change. Wendt thus argues that the nature of international politics is not fixed, and that the international system is not condemned to conflict and war.
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
Change Management means many things to many people, it is the people side of technology projects, it is the way that an organization manages its culture, it is coaching managers to lead and motivate their organization, it is the response to downsizing, outsourcing or restructures. It is all of these and more, this is very confusing. The purpose of this book is to solve this confusion and to develop some pragmatic concepts for those in the position of leading, managing and supporting change in its various forms.
Through a broad analysis using sociotechnical systems (STS) theory, the author provides an insight into the organizational dynamics of a successful knowledge-based organization. STS theory does not presuppose a definition of success but instead looks for the presence of factors, such as community and internal commitment, that generally allow an organization to adapt successfully to conditions in its internal and external environment. According to STS theory every organization is made up of a social subsystem (the people), a technical subsystem (of tools, techniques, and knowledge), and an environmental subsystem (of which customers form a part). The success of the organization depends on the fit and balance between these three subsystems. If, for example, the technical system is overemphasized, STS theory would lead us to believe that opportunities will be lost for creating an optimized organization. To understand the dynamic of the system, all viewpoints must be considered, including those of workers, managers, suppliers, customers, and community.
Firms are using information systems to build sustainable competitive advantage and these systems are subject to change when the organization is responding to change from external forces. This book focuses on the three dimensions of information systems i.e. technology, strategic leadership and organization characteristics including business processes, structure and culture and how these are managed during strategic change of information systems to build competitive advantage. With Porter’s five-force model and the value chain model the book acts as a guide for change managers and corporate leaders as it gives an insight to airlines on forces driving change, effect of technology on competitive advantage, extent to which organization characteristics impact on competitive advantage and the role of strategic leadership on sustainable competitive advantage during strategic change. With constant change being the norm in modern organizations, and sustainable competitive advantage being the answer, this should be a pocket manual for every team leader, fast-track manager and academic referencing.
All people derive particular identities from their roles in society, the groups they belong to, and their personal characteristics. Introduced almost thirty years ago, identity theory is a social psychological theory in the field of sociology that attempts to understand identities, their sources in interaction and society, their processes of operation, and their consequences for interaction and society. The theory brings together in a single framework the central roles of both meaning and resources in human interaction and purpose. This book describes identity theory, its origins, the research that supports it, and its future direction. It covers the relation between identity theory and other related theories as well as the nature and operation of identities. In addition, the book discusses the multiple identities that individuals hold from their multiple positions in society and organization as well as the multiple identities activated by many people interacting in groups and organizations. And, it covers the manner in which identities offer both stability and change to individuals. Co-authored by the developers of the theory, this book accessibly presents decades of research in a single volume, making the full range of this powerful new theory understandable to readers at all levels.
This dissertation examines the actions, decisions, interactions, and operations undertaken by DuPont from 1989 to 2008 that enabled it to transform into a sustainable organization. Specifically, this dissertation examines the role of organizational change in sustainability exhibited by DuPont during its change process. The researcher in this single case study uses novel theoretical lenses in order to gain insight into the role of organizational change in sustainability, including sustainability theory, organizational change theory, and organizational diagnosis theory. From 1990 to 2008, E.I. du Pont de Nemours and Company (DuPont) reduced its greenhouse gas emissions by 72% and changed its product composition from 100% chemical based to 70% chemical based (and 30% biological matter based). Two major findings of this research study were determining some of the conditions in which business strategy and sustainability support one another and the criticality of social responsibility.
OPERATIONAL CHANGE is a simple term but stands for one of the biggest and most complex challenges within an organization. It does not matter whether CHANGE occurs through a simple change initiative raised by management or it is imposed upon the organization through financial, environmental or technological factors - performing any significant CHANGE is the most demanding job in CHANGE MANAGEMENT. This book offers a simple guideline and standard procedure to make any OPERATIONAL CHANGE a predictable project with predictable outcome – even if the outcome is a FAILED CHANGE. (Remember: Not all change projects can be successful and prediction of failure is possible and its recognition can avoid corporate disasters!). Dr. Klaus Juergen Wolf has performed several international CHANGE MANAGEMENT projects and has developed a standard procedure similar to medical surgeons when they perform an open heart bypass surgery or simple hip replacement. Nothing is left to random but controlled in chronological, sequential steps and within clear time-frames. Change can be seen as super-complex events but when it comes to OPERATIONAL CHANGE it must be seen in its simplicity in order to be successful. Change is about time and it is a function of time.