Record:   Prev Next
作者 van Oss, Leike
書名 Why Organizational Change Fails : Robustness, Tenacity, and Change in Organizations
出版項 Florence : Taylor & Francis Group, 2011
國際標準書號 9780203815908 (electronic bk.)
book jacket
版本 1st ed
說明 1 online resource (182 pages)
text txt rdacontent
computer c rdamedia
online resource cr rdacarrier
系列 Routledge Studies in Management, Organizations and Society Ser
Routledge Studies in Management, Organizations and Society Ser
附註 Front Cover -- Why Organizational Change Fails -- Contents -- List of Figures -- List of Tables -- Preface to the English Edition -- Preface -- Part I: Robustness -- 1. Robustness -- 2. Routines: The Social Aspect of Robustness -- Introduction by Prof. Christien Brinkgreve: On the Tenacity of Sexual Differences -- 3. The Learned Organization: The Cognitive Aspect of Robustness -- Introduction by Prof. Theo Mulder: Changeable Unchangeability: On Human Motor Control in a Constantly Changing Environment -- 4. Power: The Political Aspect of Robustness -- Introduction by Prof. Jan van Hooff: Power and Stabilityin the Social Organization of Animals -- 5. Pathological Forms of Robustness -- Introduction by Dr. Piet Boonekamp: A Chance Meeting Between Phytophthora and the Potato? -- Part II: Tenacity -- 6. The Tenacity of Organizations -- 7. Springing Back -- Introduction by Prof. Louise Vet: Change for the Sake of Not Having to Change: A Metaphor from the Field of Ecology -- 8. Smothering Change -- Introduction by Prof. Hans Bennis: On the (Un)Changeability of Language -- 9. Calculating -- Introduction by Saskia van Dockum: Inertia and Change: Lessons from Archaeology -- Part III: Perspectives -- 10. The Blind Spot -- Introduction by René Gude: Changes with Lasting Consequences: The Philosophy of Unchangeability -- 11. Lessons for Change -- Introduction by Frank Bijdendijk: The Yin and Yang of Our Built Environment -- Conclusion -- Appendix A: Social Constructivism -- Appendix B: Overview -- About the Authors -- About the Contributing Authors -- References -- Index
Change in organizations can arise spontaneously, or it can begin in response to a planned process of change. Even planned change is not as predictable as one might like it to be; it is often partial or incomplete, or the results of change may not be what one hoped. The aspects of an organization that resist change can be vital to an organization's success, helping to keep it firm, stable, and robust. Why Organizational Change Fails aims to make change managers and OD consultants sensitive to signals of the robust part of an organization, helping them to see something different than they usually see: signs of change. The authors distinguish two aspects of stability in organisations: robustness and tenacity. Robustness is the ability of organisations to remain stable under changing conditions. Tenacity is the reaction of a robust system to planned change. Each of these aspects has its own unique qualities and value within organizations. In the book, the authors describe three aspects of robustness: social, cognitive and political. They also describe healthy and unhealthy forms. Tenacity is described in three patterns: bouncing back, smothering and calculating. Each chapter of the book is preceded by an essay written by a leading scientist designed to help provide real-world context for the process of change and offering insights for the reader on either side of the change equation
Description based on publisher supplied metadata and other sources
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2020. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries
鏈接 Print version: van Oss, Leike Why Organizational Change Fails : Robustness, Tenacity, and Change in Organizations Florence : Taylor & Francis Group,c2011 9780415886192
主題 Organizational change.;Organizational behavior
Electronic books
Alt Author van 't Hek, Jaap
Oss, Leike Van
Record:   Prev Next