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A case study approach was used to evaluate organizational change that occurred between 1986 and 1989 at General Dynamics Corporation. The purpose of the study was to determine how persons in leading positions can realistically expect to plan and implement significant, planned organizational changes. The changes specifically studied were those which resulted from the planning and implementation of the Ethics Program. The Ethics Program at General Dynamics was examined not only as a case example of a planned, intended change, but as a vehicle for broad strategic goals pertaining to human resources management. Historic data from corporate documents and surveys, and current data from a resurvey were used to establish changes in trends in the organization. Interviews were used to explore the planning process and general planning-related change trends. Two groups of employees, totaling twenty individuals, were interviewed. The planning group (five individuals) provided specific information on planning processes, and the cultural group (fifteen individuals) provided general information on the culture of the organization and culturally related changes. Results indicated that the Ethics Program was successful in meeting its specific objectives of making employees aware of the standards of conduct and enforcing conformance to those standards. The broader human resources goals intended by the program's designers did not appear to have been as successfully implemented. A conflict between two distinctively different sets of cultural values appeared to have offset many of the intended changes. Findings further indicated that the Ethics Program was most likely an inappropriate vehicle for the implementation of general, strategic human resources goals.
This handbook focuses on the complex processes and problems of organizational change and relates current knowledge of individual and group psychology to the understanding of the dynamics of change. Complementary and competing insights are presented as overviews of theory and research Offers helpful insights about choosing models and methods in specific situations Chapters by international authors of the highest quality
Birgitte Snabe analyzes how system dynamics modeling can be used in learning processes that focus on the transfer of the insights and reasoning behind a strategy forming process. In a second step, she shows how it can support the refining of implementation plans. A case study in action research tradition completes the theoretical discussions. Its subject is the building up of a large international company’s R&D resources in low-cost countries.
On Organizational Citizenship is a unique application of classic political philosophy and metaphysics to organizational theory. Using this new and highly integrative approach to organizations and organizational behavior, this book proposes that organizations have a constitutional structure rather than a culture, and that much of the traditional role of government in society has shifted from the state to the corporation. What it means to be an organizational citizen in this form of government is explored in terms of ethics, social and political processes, governing structure, and the limitations of traditional models of organizational behavior. Organizations are conceptualized as constitutionally based political communities with constitutional structures that determine outcomes and define the parameters for citizenship and civic responsibility. On Organizational Citizenship examines the implications of organizational citizenship and how this shift might redefine the role of national government.
The overwhelming majority of a software system’s lifespan is spent in use, not in design or implementation. So, why does conventional wisdom insist that software engineers focus primarily on the design and development of large-scale computing systems? In this collection of essays and articles, key members of Google’s Site Reliability Team explain how and why their commitment to the entire lifecycle has enabled the company to successfully build, deploy, monitor, and maintain some of the largest software systems in the world. You’ll learn the principles and practices that enable Google engineers to make systems more scalable, reliable, and efficient—lessons directly applicable to your organization. This book is divided into four sections: Introduction—Learn what site reliability engineering is and why it differs from conventional IT industry practices Principles—Examine the patterns, behaviors, and areas of concern that influence the work of a site reliability engineer (SRE) Practices—Understand the theory and practice of an SRE’s day-to-day work: building and operating large distributed computing systems Management—Explore Google's best practices for training, communication, and meetings that your organization can use
Change is a constant in today's organizations. Leaders, managers, and employees at all levels must understand both how to implement planned changed and effectively handle unexpected change. The Fifth Edition of the Organization Change: Theory and Practice provides an eye-opening exploration into the nature of change by presenting the latest evidence-based research to discuss a range of theories, models, and perspectives on organization change. Bestselling author, W. Warner Burke, skillfully connects theory to practice with modern cases of effective and ineffective organization change, recent examples of transformational leadership and planned and revolutionary change, and best practices to successfully influence change. This fully-updated new edition also includes a new chapter on healthcare and government organizations, offering practical applications for non-profit organizations.
This special issue of the European Journal of Work and Organizational Psychology is about power dynamics and organizational change. In this issue theoretical models, research findings and practical experiences are presented to examine power processes, decision making, influence tactics, resistance to change, management of change, and effects of change processes in organizations. The issue starts by discussing different perspectives on power and organizational change. Eight contributions from six countries address a variety of issues.