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Organizational Transitions: Managing Complex Change
A member of the PH OD Series! The material in this text is essential reading for managers, consultants, and other executives experiencing the "change-stability dilemma." This dilemma raises issues such as an organization's commitment to change, organizational culture, and how to increase and maintain productivity, creativity, and innovation in the midst of change. This edition examines the changing environment and provides a contemporary look at how existing knowledge and technology can be usefully applied.
- GenresBusiness
150 pages, Paperback
First published February 1, 1987
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Displaying 1 - 2 of 2 reviews
October 24, 2023
Written in the 70s so data/wages etc is outdated but predictions they had were accurate and overall principles the same. Good read on org management. 110 pages
April 23, 2012
READ APR 2012
Classic work by Beckhard and Harris on managing organizational change in the Addison-Wesley OD Series. What appears to be obvious when laid out in chapter and verse is often difficult to implement in the day-to-day work of organizational leadership. Defining vision and clarifying mission are insufficient on their own to drive organizational change.
Best quotes; "where there is complexity in an organization, there is likely to be a conflict of priorities not only about goals, but also about the nature of the organization's reason for existing" (p. 22), and "successful intervention in large systems is becoming more of a science than an art, but it is still not a cookbook process, nor is it ever likely to be" (p. 117).
Classic work by Beckhard and Harris on managing organizational change in the Addison-Wesley OD Series. What appears to be obvious when laid out in chapter and verse is often difficult to implement in the day-to-day work of organizational leadership. Defining vision and clarifying mission are insufficient on their own to drive organizational change.
Best quotes; "where there is complexity in an organization, there is likely to be a conflict of priorities not only about goals, but also about the nature of the organization's reason for existing" (p. 22), and "successful intervention in large systems is becoming more of a science than an art, but it is still not a cookbook process, nor is it ever likely to be" (p. 117).
Displaying 1 - 2 of 2 reviews