Organization change : (Record no. 14967)

000 -LEADER
fixed length control field 09049cam a2200457 i 4500
001 - CONTROL NUMBER
control field 2013023143
003 - CONTROL NUMBER IDENTIFIER
control field DLC
005 - DATE AND TIME OF LATEST TRANSACTION
control field 20170203150753.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 130613s2014 cau b 001 0 eng
010 ## - LIBRARY OF CONGRESS CONTROL NUMBER
LC control number 2013023143
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number 9781452257235 (pbk. : alk. paper)
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number 145225723X (pbk. : alk. paper)
040 ## - CATALOGING SOURCE
Original cataloging agency DLC
Language of cataloging eng
Description conventions rda
Transcribing agency DLC
Modifying agency YDX
-- OCLCO
-- YDXCP
-- OCLCF
-- CHVBK
-- UKMGB
-- NLGGC
-- CDX
-- N5L
042 ## - AUTHENTICATION CODE
Authentication code pcc
050 00 - LIBRARY OF CONGRESS CALL NUMBER
Classification number HD58.8
Item number B876 2014
082 00 - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number 658.4/06
Edition number 23
084 ## - OTHER CLASSIFICATION NUMBER
Classification number 85.08
Source of number bcl
100 1# - MAIN ENTRY--PERSONAL NAME
Personal name Burke, W. Warner
Fuller form of name (Wyatt Warner),
Dates associated with a name 1935-
245 10 - TITLE STATEMENT
Title Organization change :
Remainder of title theory and practice /
Statement of responsibility, etc W. Warner Burke, Teachers College, Columbia University.
250 ## - EDITION STATEMENT
Edition statement Fourth edition.
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT)
Place of publication, distribution, etc Los Angeles :
Name of publisher, distributor, etc SAGE,
Date of publication, distribution, etc [2014]
300 ## - PHYSICAL DESCRIPTION
Extent xviii, 425 pages ;
Dimensions 23 cm.
336 ## - CONTENT TYPE
Content type term text
Source rdacontent
337 ## - MEDIA TYPE
Media type term unmediated
Source rdamedia
338 ## - CARRIER TYPE
Carrier type term volume
Source rdacarrier
490 0# - SERIES STATEMENT
Series statement Foundations for organizational science
504 ## - BIBLIOGRAPHY, ETC. NOTE
Bibliography, etc Includes bibliographical references and index.
505 0# - FORMATTED CONTENTS NOTE
Formatted contents note Preface -- Acknowledgments -- 1 Sources for Understanding Organization Change -- Introduction and Overview -- A Short Story of Launching Organization Change -- 2 Rethinking Organization Change -- The Paradox of Planned Organization Change -- Making the Case for Organization Change -- Changing Corporations -- Changing Government Agencies -- Changing Higher Education Institutions and Nonprofit Organizations -- Summary -- Personal Declarations and Points of View -- The Metaphor of Choice -- The Theories of Choice -- Types of Organization Change -- Levels of Organization Change -- How Organization Change Occurs -- The Content and Process of Organization Change -- Organizational Models -- The Organizational Model of Choice -- Organization Change Should Be Data-Based and Measured -- Planned Organization Change Requires Leadership -- Planned Organization Change Is Complex -- Summary -- A Closing Request -- 3 A Brief History of Organization Change
505 8# - FORMATTED CONTENTS NOTE
Formatted contents note 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 -- Summary -- 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 -- Pattern -- Structure -- Process -- Implications for Organizations and Organization Change -- 5 The Nature of Organization Change -- Revolutionary Change -- Evolutionary Change -- Revolutionary Change: Case Example -- Dime Bancorp, Inc. -- Evolutionary Change: Case Example -- The Tools for Assessment and Ratings -- Behavioral Practices -- Data Summary of the Firm's Partners -- Conclusion -- Summary
505 8# - FORMATTED CONTENTS NOTE
Formatted contents note 6 Levels of Organization Change: Individual, Group, and Larger System -- Change in Organizations at the Individual Level -- Recruitment, Selection, Replacement, and Displacement -- Training and Development -- Coaching and Counseling -- Individual Responses to Organization Change -- Resistance -- Individuals Coping With Change -- Change in Organizations at the Group Level -- Team Building -- Self-Directed Groups -- Intergroup -- Group Responses to Organization Change -- Change in Organizations at the Larger-System Level -- Orders of Change -- Change Phases -- Change Focus -- Change Processes -- Interorganizational -- System Responses to Organization Change -- Summary -- 7 Organization Change: Research and Theory -- Reviews of Organization Change Research -- Recent Approaches to Research and Theory -- The Shift From "Normal" Science -- The Organizational Change Research Theory of Porras and Colleagues -- Organization Models -- Organization Change Theory
505 8# - FORMATTED CONTENTS NOTE
Formatted contents note Current Thinking on Organization Change and Research -- Summary -- 8 Conceptual Models for Understanding Organization Change -- Content: What to Change -- Process: How to Change -- A Theoretical Framework -- Life-Cycle Theory -- Teleological Theory -- Dialectical Theory -- Evolutionary Theory -- Process: How to Change -- Practice Frameworks -- Lewin's Three Steps -- Lewin's Three Steps Expanded: Schein -- Phases of Planned Change -- Organization Change as a Transition -- Mini-Theories Related to Organization Change -- Individual Emphasis -- Group Emphasis -- The Larger-System Emphasis -- Summary -- The Content and Process of Strategic Change in Organizations -- Strategies for Effecting Change in Human Systems -- Empirical-Rational Strategies -- Normative-Reeducative Strategies -- Power-Coercive Strategies -- Summary -- 9 Integrated Models for Understanding Organizations and for Leading and Managing Change -- What Is an Organizational Model?
505 8# - FORMATTED CONTENTS NOTE
Formatted contents note Why Use an Organizational Model? -- Organizational Models and Organization Change -- Weisbord's Six-Box Model -- The Nadler-Tushman Congruence Model -- Tichy's TPC (Technical, Political, Cultural) Framework -- A Comparison of the Three Models -- Summary -- 10 The Burke -- Litwin Causal Model of Organization Performance and Change -- Background -- The Model -- Transformational and Transactional Dimensions -- Support for the Model's Validity -- The Influence of the External Environment -- The Transformational Factors -- The Transactional Factors -- Summary -- 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 -- Summary -- 12 Understanding and Working With Loosely Coupled Systems -- The Case of Change at the A. K. Rice Institute -- Enter External Consultant (Yours Truly)
505 8# - FORMATTED CONTENTS NOTE
Formatted contents note Action Steps -- A Volunteer Organization -- Changing Deep Structure -- Dealing With Resistance and Ambivalence -- Group Relations Versus Organization Development -- Organizational Structure and Loosely Coupled Systems -- Loosely Coupled Systems -- Voice of Causation -- Voice of Typology -- Voice of Direct Effects -- Voice of Compensation -- Voice of Organizational Outcomes -- Summary -- 13 Transformational Leadership -- Does Leadership Matter? -- On Defining Leadership -- Toward Further Definition -- The Leader -- Manager Distinction -- Authority and Leadership -- Transformational Leadership According to Bass -- Characteristics of Executive Leadership -- Conceptual Complexity -- Behavioral Complexity -- Strategic Decision Making -- Visionary and Inspirational -- Summary -- Howard Gardner's Leading Minds -- McKee -- A Master Storyteller -- Summary -- Howard Gardner's Changing Minds -- 14 Leading Organization Change
505 8# - FORMATTED CONTENTS NOTE
Formatted contents note Phases of Organization Change and the Leader's Role -- The Prelaunch Phase -- Leader Self-Examination -- The External Environment -- Establishing the Need for Change -- Providing Clarity of Vision and Direction -- The Launch Phase -- Communicating the Need -- Initial Activities -- Dealing With Resistance -- Postlaunch: Further Implementation -- Multiple Leverage -- Taking the Heat -- Consistency -- Perseverance -- Repeating the Message -- Sustaining the Change -- Unanticipated Consequences -- Momentum -- Choosing Successors -- Launching Yet Again New Initiatives -- Summary -- 15 Organization Change: Summary and Integration -- Applying The Tipping Point Principles to Planned Organization Change -- Prelaunch -- The Launch -- Postlaunch -- Sustaining the Change -- Changing the Organization -- Successful Processes of Organization Change -- Positive Organization Change -- The Look of Change -- Corporate Culture in the Work of Lawler and Worley
505 8# - FORMATTED CONTENTS NOTE
Formatted contents note 16 Organization Change: What We Need to Know -- The Process of Organization Change -- Momentum -- Chaos During Transition -- Communication -- Organization Change Leadership -- Personality and Culture -- Power and Politics -- The Change Leader -- Organizational Structure -- Self-Directed Groups -- Centralization -- Decentralization -- Cells -- Networks -- Formal and Informal Rewards -- Incentives -- Intrinsic Rewards -- Training and Development -- Training in the Service of Change -- Action Learning -- Teams and Teamwork in Organizations -- Organizational Size -- Large and Small Simultaneously -- Silos and Boundary Spanning -- Size of Organizational Units -- Organizational Performance -- Learning Priorities Moving Forward -- Resistance Isn't What It Used to Be -- Getting Leadership and Development Right -- Selection -- Development -- Learning Agility -- Trust -- Summary Statement -- Conclusion -- Appendix: Annotated Bibliography -- References -- Index.
650 #7 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element Leadership.
Source of heading or term fast
Authority record control number (OCoLC)fst00994701
650 #7 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element Organizational change.
Source of heading or term fast
Authority record control number (OCoLC)fst01047828
650 #7 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element Organisationswandel.
Source of heading or term gnd
650 17 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element Organisatieverandering.
Source of heading or term gtt
Authority record control number (NL-LeOCL)078617006
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Source of classification or shelving scheme
Koha item type Book
Holdings
Koha item type Damaged status Shelving location Barcode Permanent Location Source of classification or shelving scheme Date acquired Full call number Source of acquisition Date last seen Current Location Lost status Not for loan Price effective from
Book Library Collection00022079Lee Yan Fong Library 2015-08-03HD58.8 B876 2014YBP2015-09-24Lee Yan Fong Library  2015-09-24
Hong Kong Nang Yan College of Higher Education
Lee Yan Fong Library
325-329 Lai Chi Kok Road, Shamshuipo, Kowloon, HONG KONG