Managing change 6th by BUrnes

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Sixth Edition managing change To avoid falling prey to the latest fad, both student and lecturer need to navigate through the past, present and future of the field There is no better guide on this journey than Bernard Burnes, and this revised edition provides more analysis, more case study illustrations and more resources than ever before A masterful achievement Professor Richard Badham, Macquarie Graduate School of Management, Macquarie University As ever, the author distils new wisdoms without being seduced by them Professor Paul Jackson, Manchester Business School, University of Manchester His textbooks have always been favoured by those of us who teach the subject as comprehensive, informative and most of all, readable This is yet another worthwhile book from an influential author Dr Julian Randall, University of Aberdeen Business School This new edition of Managing Change by one of the leading writers on change management is written in a vivid, informative and clear manner It is simply a MUST read for all those who wish to learn more about the subject Professor Fang Lee Cooke, Department of Management, Monash University Organisations today inhabit a world characterised by extremes, where global boom becomes a global financial crisis, worldbeating companies see their share price crash overnight and even banks can go bust Organisations need to adapt to changing circumstances, yet according to McKinsey & Company, one of the world’s leading management consultancies, the majority of change projects fail, and many others agree There is no shortage of theories or advice on how to manage change, but there is a lack of guidance as to which approaches to change are appropriate and in what circumstances The aim of this leading textbook is to provide a thorough understanding of the theories, approaches and practice of organisational change It critically examines the approaches to change that are on offer, indicates their usefulness and drawbacks and sets them within the broad context of organisational life through the use of real-life examples Managing change b e r n a r d b u r n es b e r n a r d b u r n es Sixth Edition managing change Sixth Edition Managing Change is an invaluable resource for undergraduate and postgraduate students studying organisational change, organisational behaviour, management and strategy It is also a comprehensive reference source for academics and managers new mini case studies at the beginning of each chapter, complementing longer case studies • a new chapter on resistance to change and the scale and speed of change • a new chapter which expands on the importance of behavioural change • a detailed examination of organisation theory and behaviour, including key themes such as culture, power and politics • a clear explanation of the rational and emergent views of strategy, and the relationship between organisational strategy and change • a thorough and updated review of the main approaches to change, and the relationship between leadership and change www.pearson-books.com CVR_BURN8967_06_SE_CVR.indd Front cover image: â Getty Images b u r n es This thoroughly updated new edition includes: Bernard Burnes is Professor of Organisational Change at Stirling Management School, University of Stirling, and one of the world’s leading experts on the subject 20/01/2014 15:51 Managing Change A01_BURN8967_06_SE_FM.indd 1/28/14 9:04 AM A01_BURN8967_06_SE_FM.indd 1/28/14 9:04 AM Sixth Edition Managing Change Bernard Burnes A01_BURN8967_06_SE_FM.indd 1/28/14 9:04 AM Pearson Education Limited Edinburgh Gate Harlow CM20 2JE United Kingdom Tel: +44 (0)1279 623623 Web: www.pearson.com/uk First published under the Pitman imprint 1992 (print) Second edition published under the Pitman imprint 1996 (print) Third edition published 2000 (print) Fourth edition published 2004 (print) Fifth edition published 2009 (print) Sixth edition published 2014 (print and electronic) © Bernard Burnes 1992, 1996 (print) © Pearson Education Limited 2000 (print), 2004 (print), 2009 (print), 2014 (print and electronic) The right of Bernard Burnes to be identified as author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988 The print publication is protected by copyright Prior to any prohibited reproduction, storage in a retrieval system, distribution or transmission in any form or by any means, electronic, mechanical, recording or otherwise, permission should be obtained from the publisher or, where applicable, a licence permitting restricted copying in the United Kingdom should be obtained from the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS The ePublication is protected by copyright and must not be copied, reproduced, transferred, distributed, leased, licensed or publicly performed or used in any way except as specifically permitted in writing by the publishers, as allowed under the terms and conditions under which it was purchased, or as strictly permitted by applicable copyright law Any unauthorised distribution or use of this text may be a direct infringement of the author’s and the publishers’ rights and those responsible may be liable in law accordingly All trademarks used herein are the property of their respective owners The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any affiliation with or endorsement of this book by such owners Contains public sector information licensed under the Open Government Licence (OGL) v2.0 www.nationalarchives.gov.uk/doc/open-government-licence Pearson Education is not responsible for the content of third-party internet sites The Financial Times With a worldwide network of highly respected journalists, The Financial Times provides global business news, insightful opinion and expert analysis of business, finance and politics With over 500 journalists reporting from 50 countries worldwide, our in-depth coverage of international news is objectively reported and analysed from an independent, global perspective To find out more, visit www.ft.com/pearsonoffer ISBN: 978-0-273-77896-7 (print) 978-0-273-77899-8 (PDF) 978-0-273-77897-4 (eText) British Library Cataloguing-in-Publication Data A catalogue record for the print edition is available from the British Library Library of Congress Cataloging-in-Publication Data Burnes, Bernard, 1953Managing change / Bernard Burnes Sixth edition pages cm ISBN 978-0-273-77896-7 1. Organizational change Management.  I. Title HD58.8.B882 2014 658.4’06 dc23 2013047259 10 9 8 7 6 5 4 3 2 1 18 17 16 15 14 Print edition typeset in 9.5/12pt Charter ITC Std by 35 Print edition printed and bound by Ashford Colour Press Ltd, Gosport NOTE THAT ANY PAGE CROSS REFERENCES REFER TO THE PRINT EDITION A01_BURN8967_06_SE_FM.indd 1/28/14 9:04 AM To Sue, Duncan and Stuart A01_BURN8967_06_SE_FM.indd 1/28/14 9:04 AM A01_BURN8967_06_SE_FM.indd 1/28/14 9:04 AM Contents Introduction xii Acknowledgements xix Part 1 The rise and fall of the rational organisation From trial and error to the science of management The rise of organisation theory 3 Learning objectives Introduction The rise of commerce and the birth of the factory Organisation theory: the Classical approach Conclusions 15 29 34 34 35 Test your learning Suggested further reading Case Study 1: Nissan’s approach to supplier development Developments in organisation theory From certainty to contingency 39 Learning objectives 39 Introduction The Human Relations approach The Contingency Theory approach Conclusions 41 42 59 72 73 74 75 Test your learning Suggested further reading Case Study 2: Jobs International (India) Ltd In search of new paradigms 78 Learning objectives 78 Introduction The Culture–Excellence approach The Japanese approach to management Organisational learning Conclusions 79 83 113 125 135 139 140 141 Test your learning Suggested further reading Case Study 3: The transformation of XYZ Construction: Phase – culture change vii A01_BURN8967_06_SE_FM.indd 1/28/14 9:04 AM Contents Critical perspectives on organisation theory Postmodernism, realism and complexity 143 Learning objectives 143 Introduction The postmodern perspective The realist perspective The complexity perspective Conclusions 144 147 156 160 166 168 168 169 Test your learning Suggested further reading Case Study 4: File sharing and the music industry Culture, power, politics and choice 172 Learning objectives 172 Introduction The cultural perspective The power–politics perspective Managing and changing organisations: bringing back choice Conclusions 174 176 200 212 215 217 218 219 Test your learning Suggested further reading Case Study 5: Ikea – against the grain Part 2 Strategy development: theory, practice and choice Approaches to strategy Managerial choice and constraints 223 Learning objectives 223 Introduction Understanding strategy: origins, definitions and approaches Understanding strategy: choices and constraints Conclusions 224 226 244 253 255 256 257 Test your learning Suggested further reading Case Study 6: The rise and fall of Marconi Applying strategy Models, levels and tools 261 Learning objectives Introduction Types of strategy Levels of strategy Strategic planning tools 261 263 264 270 282 viii A01_BURN8967_06_SE_FM.indd 1/28/14 9:04 AM Contents Conclusions 292 294 295 295 Test your learning Suggested further reading Case Study 7: Process Control Inc Part 3 Change management: past, present and future Change management: fundamental questions for organisations 301 Learning objectives 301 Introduction Why organisations change? Individuals, groups and open systems Resistance, commitment and readiness The change agent The frequency and magnitude of organisational change Conclusions 302 303 306 312 318 322 327 328 329 330 Test your learning Suggested further reading Case Study 8: GK Printers Limited Planned change and Organization Development (OD) 332 Learning objectives 332 Introduction The Planned approach: from Lewin to Organization Development (OD) Phases of Planned change The origins of OD Conclusions 333 334 347 348 357 358 359 Test your learning Suggested further reading Case Study 9: The transformation of XYZ Construction: Phase – change of structure 360 10 Developments in change management Emergence challenges Emergent change as OD strikes back 363 Learning objectives 363 Introduction From Planned to Emergent change Emergent change Emergent change: summary and criticisms Emergence The renaissance of OD Conclusions 364 366 368 388 393 395 397 398 398 399 Test your learning Suggested further reading Case Study 10: Midshires College of Midwifery and Nursing ix A01_BURN8967_06_SE_FM.indd 1/28/14 9:04 AM www.downloadslide.net Glossary Socio-Technical Systems theory  This is a variant on Job Design which involves a shift of focus from the individual job to the organisation as a whole It sees organisations as being composed of interdependent social and technical systems stars  These are business units, industries or products with high growth and high market share Because of this, stars are assumed to use and generate large amounts of cash However, they are also likely to be very profitable (see Growth-Share Matrix) Strategic Conflict model  This is an approach to strategy which harks back to the military metaphor, and portrays competition as war between rival firms In particular, this model draws on the work of military strategists, and attempts to apply their military aphorisms to modern business organisations strategic intent This is a term which was originally coined to describe the commitment of Japanese managers to create and pursue a vision of their desired future strategic management Though often used as a generic term to describe the process by which managers identify and implement their organisation’s strategy, it was originally applied only to quantitative, mathematical approaches to strategy strategy  This is a plan of action stating how an organisation will achieve its long-term objectives sustainability  This term was originally coined by environmental and ecological campaigners to describe the development of economic, social and industrial practices which would contribute to sustaining the natural environment It has been extended to include the promotion of organisational practices that contribute to the health of the planet, the survival of humans and other species, the development of a just and humane society, and the creation of work that brings dignity and self-fulfilment (Dunphy et al, 2007) SWOT analysis This is a strategic planning tool which assesses the Strengths, Weaknesses, Opportunities and Threats possessed and faced by an organisation Systems Theory  See closed systems and Open Systems school task culture  This type of organisational culture is job or project-orientated; the onus is on getting the job in hand (the task) done rather than prescribing how it should be done Such types of culture are appropriate to organisations with organic structures where flexibility and teamworking are encouraged Taylorism  See Scientific Management technology  See Contingency Theory Theory X  This is a management theory expounded by Douglas McGregor (1960) which states that the average person dislikes work and will avoid it wherever possible, unless coerced to so (see Theory Y) Theory Y  This is a management theory expounded by Douglas McGregor (1960) which states that most people can view work as being as natural as rest or play, they are willing to take responsibility, and are capable of exercising self-direction and self-control (see Theory X) Three-Step model  This model of change was developed by Kurt Lewin and sees change as going through three stages: unfreezing, moving and refreezing It is one of the four elements of Lewin’s Planned approach to change (see Planned change) Total Quality Management (TQM)  This was developed in Japan and is the systematic application of quality management principles to all aspects of an organisation’s activities, including customers and suppliers, and their integration with key business processes transactional management  This approach stems from the notion that the manager–subordinate relationship is based on a transaction between the two, whereby managers exchange rewards 620 Z02_BURN8967_06_SE_GLOS.indd 620 1/28/14 9:08 AM www.downloadslide.net Glossary for subordinates’ performance Transactional managers focus on task completion, goal clarification and optimising the performance of the organisation through incremental changes within the confines of existing policy, structures and practices – basically, they seek to work within and maintain the status quo This approach to management is seen as being appropriate in convergent states (see contextual approach to leadership; transformational leadership) transformational leadership This approach portrays leaders as charismatic or visionary individuals who seek to overturn the status quo and bring about radical change Such leaders use the force of their personality to motivate followers to identify with the leader’s vision and to sacrifice their self-interest in favour of that of the group or organisation Transformational leadership is seen as being appropriate to divergent states (see contextual approach to leadership; Transactional management) triple-loop learning This involves questioning the rationale for the organisation and, in the light of this, radically transforming it (see single-loop learning; double-loop learning; organisational learning) uncertainty  This relates to the degree of doubt, unpredictability and ambiguity that exists in any situation unfreezing  This is the first step in Lewin’s Three-Step model of change It seeks to destabilise (unfreeze) the complex field of driving and restraining forces which prevent human beha­ viour from changing (see moving; refreezing) values  These are one of the key components of culture They relate to how things ought to be done in an organisation; they tell members what is important in the organisation (see organisational culture) vision  This is a view of an organisation’s desired future state It generally has two components: a description of the organisation’s core values and purpose; and a strong and bold picture of the organisation’s future which identifies specific goals and actions (see Vision-building) vision-building  This is the process of creating a vision It is an iterative process which involves the conception by a company’s senior management team of an ‘ideal’ future state for their organisation; the identification of the organisation’s mission, its rationale for existence; and a clear statement of desired outcomes and the desired conditions and competences needed to achieve these workforce diversity This term refers to the dissimilarities – differences – among an organisation’s workforce owing to age, gender, race, ethnicity, religion, sexual orientation, nationality, socio-economic background, capabilities/disabilities, etc It draws attention to the need to take account of these differences when seeking to recruit, retain and motivate staff In particular, it identifies the need to treat different groups differently if an organisation is to treat all its employees in an ethical and fair manner 621 Z02_BURN8967_06_SE_GLOS.indd 621 1/28/14 9:08 AM www.downloadslide.net Index Page numbers in bold signify glossary entries acquisitions 88 action achievement of 372 bias for 85 – 6 Action Learning 523 – 4, 525, 609 action phase 348 Action Research 340 –2, 346, 524, 609 activity planning 460 –1, 609 adaptation 345 Adaptation-Innovation theory 520, 609 alliances opportunistic 93 post-entrepreneurial model and forming 92 –3 service 93 stakeholder 93 Alternative BCG Matrix 287, 288 Amazon 426 analysers 281 Analytical stream 235 – 44, 302, 609 Ansoff, Igor 227, 230 –1, 232, 245 AOL 426 Apple Computers 214, 276 Apple iPod 425 – 6 Appreciative Inquiry 394 –5 Argyris, Chris 33, 82, 115, 125, 127, 128, 150 artefacts 179, 609 assessment and change process 455 – 8 clarification of the problem or opportunity 455 feedback 456 investigation of alternative solutions 455 – 6 recommendations and decision 456 assessment team 454 Aston Group 68 – 9, 609 audits 463 – 4, 609 authority 24, 609 flow of 49 Weber’s types of legitimate 26 autonomy 86 –7, 609 –10 and Shamrock organisations 104 Babbage, Charles 10, 11, 12 backstaging 460, 610 BAE Systems 239 – 40, 436, 496 –7 Bain’s global 2011 Management Tools & Trends survey 261–2 Barclays Bank 79, 143 – 4, 312 –13 bargaining for change 408 Barnard, Chester 41, 48 –50 Barth, Carl 20 basic assumptions 180, 610 Bedeaux system 41 behavioural change 338 – 9, 346, 451–2 behaviourist psychology 610 Behaviourist theory 306, 307 Bell, Daniel 53, 81, 307, 309, 348, 349, 354 benchmarking 610 Bennis, Warren 33, 53, 58 Bethlehem Steel Company 18 bias for action 85 – 6, 610 Bible BMW 206 –7 Bold Strokes 98 – 9, 385, 386, 405, 413, 610 bonuses, performance 95 Boston Consulting Group (BCG) 284 –5 Growth Share Matrix 229, 254, 284 – 8, 614 bottom-up change 374 –5, 381, 610 Boulton, Matthew 11, 12 Bounded Rationality model of decision-making 438 Branson, Sir Richard 228, 269 BSkyB 268 – 9 Bullock, R.J 347 – 8, 355 bumpy incremental change 405 bureaucracy 31, 32 –3, 41, 610 and Aston Group 68 Bennis and death of 53 disadvantages of 32 –3, 54 and size 68 – 9 and Weber 25 – 9, 32 Burnes, Bernard 8, 32, 42, 58, 59, 69, 73, 132, 134, 165, 166, 177, 192, 250, 305, 315, 316, 336, 337, 356, 357, 392, 396, 408, 454, 465, 523 Burns, James MacGregor 510 –12, 514 Burns, Tom 62, 63, 64, 68, 134, 183, 251, 381 business environment as constraint on managerial choice 249 –50 business ethics 494 – 8, 610 622 Z03_BURN8967_06_SE_IDX.indd 622 1/28/14 9:09 AM www.downloadslide.net Index business-level strategy 270, 271, 274 – 8 cost leadership 275 product differentiation 276 –7 specialisation by focus 277 – 8 Caldwell, R 319, 322, 365, 389 Canter, R.R 42, 54, 58 – 9 capitalism 29 careers 95 – 6, 109 cash-cows 285 – 6, 611 causal mechanisms 158, 611 causal powers 158, 611 centralisation 24 championing system 86 Chandler, Alfred 231 change central factors for managing 385 continuous transformation model of 325 – 6 frequency and magnitude of organisational 322 –7, 328 incremental model of 323 – 4, 327, 406 –7, 615 Kotter’s Eight-Stage Process 387 – 8 Pugh’s four principles of understanding 371 punctuated equilibrium model of 324 –5, 327, 618 reasons for initiatives to fail 386 –7 Ten Commandments for executing 98, 386, 391 varieties of 405 – 9 change agent 318 –22, 328, 355, 611 Caldwell’s models of 322 giving support to 474 language interventions 320 –1 role of 319, 320, 321 skills needed to be a successful 319 –20 change management 138 – 9, 301–31 Group Dynamics school 308 – 9 individual perspective school 306 – 8 Japanese approach to management 120 –1 Open Systems approach 309 –11 and organisational effectiveness 303 – 6 reasons why organisations change 303 – 6 resistance 312 –18 change management team 459 – 60 change process 429, 449 – 82 assessment 455 – 8 assessment team 454 and behaviour 451–2 and communication 471–2 creating a willingness to change 466 –70 developing new competencies and skills 474 giving support to the change agents 474 involving people 465 – 6, 470 –1, 472 –3 objectives and outcomes 453 planning the change 458 – 65 providing resources for change 473 reinforcement of desired behaviour 474 –5 remit 454 SMART framework for goal-setting 458 – 9 sustaining the momentum 473 trigger 453 – 4 Channel 40 chaordic 161, 611 chaos 611 and complexity 161–2 edge of 160, 161–2, 613 chaos theory 161, 611 characteristics approach see trait approach to leadership charismatic authority 26 Chief Executive Officers (CEOs) 363 – 4 Child, J 213 –14, 242, 243, 244, 245, 246, 249, 265, 378 choice 175, 427 – 8 bringing back 211–14 framework for 414 –15 and postmodernism 154, 174 Choice Management-Change Management model 429 – 45, 475 – 6 and Framework for Change 430 –1 see also change process; choice process; trajectory process choice process 429, 432 – 9 focus of choice 435 Hoshin Kanri 435 management styles 433 – 4 organisational context 432 – 4 organisational trajectory 435 – 6 PESTEL framework 433, 434 SWOT analysis 432, 433 choices and constraints in strategy 244 –53 business environment 249 –51 garbage can model of decision-making 252 –3 generic approaches to strategy 246 industry sector practices and norms 249 national objective, practices and culture 248 – 9 organisation characteristics 251–2 Classical approach 5, 15 –29, 30, 41, 80, 145, 153, 531, 611 basic assumptions 31 and change management 138 criticism of 32, 33, 41, 42, 54 –5 Fayol and principles of organisation 22 –5 features of 15 –16, 41 Gilbreths and motion study 20 –2 key elements 31 merits 30 –1 reasons for endurance 72 and strategy 246, 247, 248, 252, 254 623 Z03_BURN8967_06_SE_IDX.indd 623 1/28/14 9:09 AM www.downloadslide.net Index Classical approach (continued ) and Taylor’s Scientific Management 16 –20, 41 view of change 33 Weber on bureaucracy 25 – 9 climate change 490 closed systems 611 closeness to customers 86 CNN Worldwide 144 coalition-building 372 coercive power 205, 206, 207, 611 cognitive dissonance 191, 413, 611 and resistance 315 –16 cognitive resource theory (CRT) 510 collectivist ethos 43 combination strategy 274 commanding 23 commerce, rise of 8 –15 commitment planning 461–3 communication 49, 87 and change process 471–2 companies, world’s ten biggest 488 Competitive Forces model 236, 264 –5, 268, 274, 611 complex adaptive systems 161 complexity approach 146, 160 – 6, 167, 211, 225, 241, 612 and chaos 161–2 and continuous transformation model of change 325 – 6 definition 146, 160 –1 implications for organisations 162 –5 order-generating rules 162 reservations 165 – 6 contextual approach 510 –16, 612 Contingency Theory approach 33, 41, 42, 59 –72, 73, 80, 134, 135, 145, 153, 215, 225, 265, 417, 612 benefits 69 –70 drawbacks 70 –2 emergence of 59 and Emergent approach to change 373 – 4 environment 61, 62 – 6 and leadership 509 –10 size 61, 68 – 9 and systems theory 59 – 60 technology 61, 66 – 8 unifying themes 69 continuous change model 327, 612 continuous transformation model of change 325 – 6 contractual fringe 102 –3 control 612 controlling 23 convergent state 511–12, 612 cooperative systems 48 –50, 250 coordinating 23 Coping Cycle 344 – 6, 469, 473 core competencies 241 core workers 102, 103 – 4, 105 corporate social responsibility 100 corporate-level strategy 270, 271, 272 – 4 combination strategy 274 growth strategy 273 harvesting strategy 273 portfolio extension 273 retrenchment strategy 273 stability strategy 272 –3 cost leadership 275 country club management 506 –7 creativity 612 crisis junkies 483 – 4 critical mass 466, 470 critical perspectives on organisation theory 143 –71 critical realism 157 Cross Impact method 290, 612 cultural differences 493 cultural risk approach 196 Culture-Excellence approach 82, 83 –112, 135, 135 – 6, 139, 145, 153, 186, 198, 307, 411, 476, 531, 532, 612 approach to change 110, 307 and change management 138 and continuous transformation model of change 325 – 6 Handy’s emerging future organisations 101– 8 IBM study 108 Kanter’s post-entrepreneurial model 91– 4 link to Emergent approach 390 and people 111 Peters and Waterman’s search for excellence 84 – 91 and Planned change 367 and politics 111 reasons for popularity 108 – 9 shortcomings of 110 –12 culture(s) 78 – 9, 80, 82, 137 – 8, 167 definitions 176 –7 elements 179 – 80 hierarchical models 179 – 80 and Japanese approach to management 120 –1, 138, 176 national see national cultures organisational see organisational culture perspectives of 187 and postmodernism 151–2, 154 shaping of behaviour 177 – 8 types of 180 –2, 186 624 Z03_BURN8967_06_SE_IDX.indd 624 1/28/14 9:09 AM www.downloadslide.net Index Cummings, T.G 130, 180, 193 –5, 198, 199, 349, 377, 379, 406, 441, 491, 493 customer responsiveness 377 customers, closeness to 86 Davis, C 162, 163 Davis, L.E 42, 54, 58 – 9 Davis, P.S 278 Davis, S 197 – 8 Deal, T 180, 186 decentralisation 147 – 8 decision, types of 437 decision-making 372, 437 – 9 Bounded Rationality model 438 Garbage Can model of 252 –3, 438 and managers 502 models of 438 – 9 Rational Choice model 438 deconstruction 150 defence 344 defenders 281 Delphi method 289 – 90, 612 Deming Cycle (PDCA Cycle) 463 Deming, W Edward 114, 120 denial 344 Depth of Intervention theory 314 –15 Design school 230, 231–2, 612 Diamond, Bob 78, 79 differentiation 63, 187 discarding 344 –5 discipline 24 discontinuous change 405 dispositional resistance 314, 413 dissipative structures theory 161, 612 divergent state 511–12, 613 diversity 529 managing 491– 4 division of labour 11, 12, 613 division of work 24 Dobson, P 193, 194, 195, 198 dogs 286, 613 double-loop learning 129, 613 downshifting 96 –7 Drucker, Peter 84, 304, 498, 499 Dukakis, Michael 99 Dunphy-Stace change matrix 372 EADS 436 edge of chaos 160, 161–2, 613 emergence 393 –5, 404, 410, 613 Emergent approach to change 364 – 6, 368 – 93, 397, 404, 407, 415 –16, 613 advantages of 365, 368, 389 bottom-up approach 374 –5, 381 and contingency 373 – 4 criticisms of 389 – 93, 397 main tenets of 388 – 9 managerial behaviour 380 –3 organisational culture 378 – 9 organisational learning 379 – 80 organisational structure 376 – 8 and Planned approach 391 power and politics 370 –1, 383 – 4, 391–2 and processual research 369, 389 recipes for 384 – 8 role of managers 371–2, 391 emergent strategy 238 – 9, 241, 254 emerging future organisations 101– 8 Federal organisation 103 – 4 Shamrock organisation 102 –3 Triple I organisation 105 – 8 employees and involvement 314 –15, 412 –14 and Japanese approach to management 116 –18, 122, 136 relationship between employers and 10 –11 empowerment 613 Enron scandal 178, 192, 495 – 6 enterprise unions 117 entrepreneurship 86 –7, 613 environment and Contingency Theory approach 61, 62 – 6 environmental uncertainty 64 –5 equifinality 242 –3, 245 – 6, 414, 613 equity 24 Ergen, Charlie 143 – 4 esprit de corps 24 esteem needs 51, 613 ethical leadership 515 ethics 529 business 494 – 8, 610 and power-politics perspective 210 and transformational leadership 515 evolutionary approach 246, 247 – 8, 255 excellence, search for 84 – 91 autonomy and entrepreneurship 86 –7 bias for action 85 – 6 and closeness to the customer 86 hands on, value-driven 88 keeping things simple and small 88 – 9 productivity through people 87 – 8 and simultaneous loose-tight properties 89 exploration phase 348 external environment 213 extrinsic motivators 613 625 Z03_BURN8967_06_SE_IDX.indd 625 1/28/14 9:09 AM www.downloadslide.net Index factory system 8 –15, 30 Fanning, Shawn 169 Fayol, Henri 5, 26, 30, 31, 32, 33 fears/concerns, understanding people’s 469 Federal organisation 103 – 4, 105 feedback 468 – 9 and assessment 456 felt-need 341, 613 feudalism 31 Field Theory 338 – 9, 342, 613 file sharing and the music industry 169 –71 financial crisis (2008) 144, 239, 327 firm and free principle 89 firm-in-sector perspective 243, 244, 613 five forces framework 264 –5 flexibility 518 –21 flexible labour force 103 focus of choice 435 Follett, Mary Parker 44 –5 Force Field Analysis 339, 467 Ford, Henry 20, 79 Fordism 20, 79, 614 forecasting 23 Foucault, Michel 152, 155 fragmentation perspective 187 Framework for Change 402 –21, 430, 528 choice 414 –15 and Choice Management-Change Management model 430 –1 employee involvement 412 –14 speed and focus of change 407 – 8, 409 varieties of change 405 – 9 Framework for management, leadership and change 528 – 9 France 29 –30 industrialisation 23 management development process 522 and Scientific Management 22 –5 functional-level strategy 270, 271, 278 – 80 future, predicting the 486 G4S 402 –3 game theory 249 –50, 268, 614 Gantt, Henry 20 Garbage Can model of decision-making 252 –3, 438 GEC 214 gender equality 123 General Electric (GE) 40, 190, 229, 287, 291–2 General Motors 144 Germany 14 bureaucracy 27 – 9, 31 management development process 522 Gestalt-Field psychology 44, 306 –7, 337, 338, 341, 355, 395, 614 Gilbreth, Frank and Lillian 20 –2, 30 GK Printers Limited 330 –1 Glaxo 207 globalisation 83, 486, 487 – 9, 614 and business ethics 494 – 8 impact of on workforce diversity 491– 4 and sustainability 489 – 91 and Triple Bottom Line 497 GLOBE study 184, 185 – 6 goal-setting, SMART framework 457 – 8 Grant, R.M 241 great man approach 505 Greiner, L.E 325, 350, 351 Group Dynamics school 308 – 9, 340, 614 Growth Share Matrix 229, 254, 284 – 8, 614 growth strategy 273 guilds Hamel, G 240, 242, 246, 266 Handy, Charles 101, 110, 111–12, 181–2, 186, 190, 499 Harrah’s Entertainment (now Caesars Entertainment) 449 –50 Harrison, R 182, 314, 519, 521, 522 Harvard Pareto Circle 49 harvesting strategy 273 Harwood Manufacturing Corporation 337, 347 Hassard, J 155, 197 Hatch, M.J 152, 154, 191–2, 197, 200, 368 Hawthorne Experiments 45 – 8, 51, 71, 614 Hayward, Tony 178 Hendry, C 214, 339, 344, 383, 391 heroes 178 heroic leaders 485, 513 –14, 530 Hewlett-Packard hierarchy of needs 50 –1, 614 Highland Park plant 20 Hofstede, G 120, 179, 180, 182 –5, 199 –200, 248, 492, 516 –17 Honda 440, 443 Hoshin Kanri (policy deployment) 435, 614 Hoshino, Yukinori 113 Human Relations approach 33, 41, 42 – 9, 73, 80, 145, 307 – 8, 614 Barnard and cooperative system 48 –50 basic assumptions 43, 47 benefits 57 – 8 Bennis and death of bureaucracy 53 and change management 138 criticism of 58 – 9 features and core elements 57 626 Z03_BURN8967_06_SE_IDX.indd 626 1/28/14 9:09 AM www.downloadslide.net Index and Follett 44 –5 and Job Design 54 –7 McGregor’s Theory X-Theory Y 52 –3 Maslow’s hierarchy of needs 50 –1 Mayo and the Hawthorne Experiments 45 – 8 and Organisation Development 350 origins 42 IBM 108 CEO Study 363 – 4 ICI 211–12, 369 Ikea 218 –19 impoverished management 507 incentives 50 incremental model of change 323 – 4, 327, 406 –7, 615 individual perspective school 306 – 8, 615 Industrial Revolution 5, 7, 8 – 9 industrialisation 29 and the organisation of work 11–15 Industry Attractiveness-Business Strength Matrix 287, 288 inflation, predicting 486 informal groups 47 – 8 Infosys 40 initiative 24 innovation 97 – 8 circle of 90 rules for stifling 97 integration 63, 64, 187, 348 interdependence 65 internal independence 65 – 6 internalisation 345 internet and music industry 170 –1 intrinsic motivators 615 inverted do’nut 104 involvement strategy 470 Jago, A.G 503, 510 Japan 80 –1 development of as an industrial nation 113 –14 economic decline 121 economic growth 113, 121 management development process 521–2 reconstruction of after Second World War 114 Japan Tobacco International 40 Japanese approach to management 82, 83, 113 –25, 126, 135, 135 – 6, 145, 153, 158, 198, 476, 615 business practices 118 –21 and change management 120 –1, 138 – 9 criticisms of 124 –5 and culture 120 –1, 138, 176 elements and hallmarks of 115 –16 and female workers 123 future of 121– 4 Just-in-Time production 119 long-term planning 118 personnel issues 116 –18, 122 and politics 137 pressures to change 122 and quality 120 ringi system 119, 252, 439 and timeliness 119 Japanese companies 240 –1, 519 productivity gap between American companies and 81 Job Design 54 –7, 352, 615 job enlargement 55 job enrichment 55 job security 95 – 6 Jobs International (India) Ltd 75 –7 Johnson, G 229, 232, 233, 235, 288, 378 Johnson, R 81 joint ventures 273 Jones, G 490, 492, 516 JP Morgan 496 Just-in-Time production 119, 531 kaizen 120, 615 Kamprad, Ingvar 218, 219 Kanter, Rosabeth Moss 83, 91– 4, 95 – 6, 97 – 8, 99, 100, 108, 110, 111–12, 138, 153, 202, 383, 385 – 6, 388, 405 – 6, 409, 411, 512 –13, 413 Kay, J 241, 253, 266, 426 Kelly, Ruth 96 Kennedy, A 13, 177, 179, 181, 187, 188 Kleisterlee, Gerard 272 knowledge power 206, 615 Konnopke’s Imbiss 301–2, 305, 311, 317, 327, 440 Kotter, J.P 178, 313, 377, 378, 381, 386 – 8, 391, 406, 407 – 8, 411, 412, 463, 467 – 8, 473 Kuhn, Thomas 80 Kyoto Protocol 489 language interventions 320 –1 law firms 332 –3 Lawrence, Paul 63 – 4, 65, 71–2, 310 leader-follower situation approach 507, 508 –10 leadership style 251 leadership/leaders 179, 504 –18, 615 charismatic 530 contextual approach 510 –16, 612 differences between management and 504, 527 – 8 627 Z03_BURN8967_06_SE_IDX.indd 627 1/28/14 9:09 AM www.downloadslide.net Index leadership/leaders (continued ) effectiveness of 503 elements of democratic 506 ethical 515 heroic 485, 513 –14, 530 impact of good 529 leader-follower situation approach 507, 508 –10 Least Preferred Co-worker (LPC) model 509 –10 and management and change 526 – 9 and national cultures 517 personal characteristics/traits approach 505 –7 research 516 –18 transformational 174, 251, 511, 512, 513, 514 –15, 520, 621 and women 517 learning and flexibility 518 –21 see also organisational learning learning organisation 126 –7, 390 Least Preferred Co-worker (LPC) model 509 legitimacy 204 –10 Lenin, Vladimir 20 levels of strategy see strategy Lewin, Kurt 52, 308, 313, 319, 334 – 47, 355, 357, 395 – 6, 471–2 Life-Cycle Matrix 287, 288 lifetime employment 117, 122, 124 Lippitt, R 347, 505 Liverpool Football Club 206 Long Marches 98 – 9, 385 – 6, 405, 412, 413, 615 long-term planning 118, 615 Lonrho 207, 214 Lorsch, Jay 63 – 4, 71–2 Loveman, Gary 444 –5, 451 McConnell and Kennedy 13 McGregor, Douglas 4, 51, 52 –3, 54, 72, 115, 333, 350 McKinney, Damian 223 – 4, 225 McNamara, Robert 227 management 615 differences between leadership and 504, 527 – 8 heroic vs engaging 515, 516 hierarchical levels of 500 and leadership and change 526 – 9 structure 460 styles of 434, 506 –7 catalyst 434 and choice process 433 – 4 traditional 434 visionary 434 management development 518 –26, 615 changing managerial behaviour 523 – 6 learning and flexibility 518 –21 process 521–3 managerial behaviour 172 –3, 380 –3, 523 – 6 managerial choice 244 –53, 254 –5 managerial competencies 371–2 managerial effectiveness 503 Managerial Grid (Leadership Grid) 506 –7 manager’s role 498 –503 art level 499 –500 conflict between roles 502 decision-making 502 Emergent change and 371–2, 391 informational 501 interpersonal 501 philosophical level 499 scientific level 499 Marconi 257 – 60, 434, 436, 440, 442, 529 –30 marketing 227 Marrow, A.J 336 Maslow, Abraham 50 –1, 56, 58 Mayo, Elton 42, 45 – 8, 49, 50, 57, 58 Mayo, John 257 – 60, 485 mechanistic structures 62, 68, 615 and role cultures 188 – 9 Mendoza, Cherise 40 mergers 273 metaphors 234, 615 Microsoft 40, 134, 250 and MSN 443 – 4 Mid Staffordshire NHS Foundation Trust Public Inquiry 312 middle-of-the-road management 507 Midshires College of Midwifery and Nursing 399 – 401 migrant workers 491 Miles, M 314, 316 Miles, R.E 273, 280 –1, 293 Miller, D 265, 278, 343, 390, 517 Miller, E 310 Miller, P.H 323, 324 Ministry of International Trade and Industry (MITI) 121 Mintzberg, Henry 135, 204, 205, 206, 225, 232, 233, 236, 238, 239, 241, 243, 245 – 6, 255, 282, 284, 324, 427, 429, 436, 485, 499 –500, 501, 502, 514, 518, 519, 531–2 Mirvis, P.H 321, 349 mission statement 616 Model T Ford 20 modernism 616 to postmodernism 147 –52 momentum, sustainability of 372, 473 628 Z03_BURN8967_06_SE_IDX.indd 628 1/28/14 9:09 AM www.downloadslide.net Index Morgan, G 5, 8, 80, 113, 119, 150, 163, 210, 234, 376, 451 motion study 20 –2 moving 343, 616 Mullins, L 33, 304 Murdoch, Rupert 269 music industry 169 –71 Napster 169 –70 Nardelli, Bob 208 national characteristics 248 – 9 national clusters 183 national cultures 182, 182 – 4 and GLOBE study 184, 185 – 6 and leadership 517 National Health Service see NHS Natural Law 7 – 8 Naylor, T.H 234 needs, Maslow’s hierarchy of 50 –1, 58 Neilson, Marcia 498 network organisations 377 – 8 New Britain workshop 465 News of the World phone-hacking scandal 312 NHS (National Health Service) 250 Nissan 125, 214, 415, 428, 436, 469 approach to supplier development 35 – 8 Nokia 534 – 6 Nonaka, I 518 non-linear systems 616 normative power 205, 616 norms 180, 308, 616 Northern Engineering 462 Norway 56 objectives and outcomes, change process 453 Olympic Games (2012) 402 –3 Olympus 214 ‘one best way’ approach 59, 62, 136, 153, 214 –15, 427, 616 Open Systems approach 60, 135, 309 –11, 616 principal sub-systems 310 shortcomings 310 open-ended change 616 order 24, 616 order-generating rules 162, 616 Oreg, S 314 organic structure 62, 64, 68, 616 organisation development (OD) 319, 616 broadening of perspective 352 and change agent 319, 320 changing nature of 350 –3 core values of 353 criticism of 353 dilemmas 354 –5 and Greiner’s red flags 351 origins and developments evolved from 348 –50 renaissance of 395 –7 values 349, 354 organisation theory and classical approach see classical approach critical perspectives on 143 –71 developments in 39 –77 rise of 3 –33 see also Contingency Theory; Human Relations approach organisation of work 11–15 organisational context 432 – 4 organisational culture 174 –5, 177 – 99, 200, 215, 408, 616 –17 aspects of 175 – 6 changing of 188 – 95 conflicts and choices in changing 198 – 9 and Emergent approach to change 378 – 9 inventory classifications 187 reasons for wishing to change 188 – 90 reservations in changing 195 – 8 steps to culture change 194 Organisational Culture Inventory (OCI) 186 organisational effectiveness 303 – 6 organisational learning 82, 83, 125 –35, 130 –1, 136, 153, 617 benefits 132 and change management 139 criticisms 132 – 4 definition 126 – 8 Emergent approach to change 379 – 80 factors generating interest in 125 – 6 levels of 128, 129 and people 137 and politics 137 promoters of 130 Senge’s five disciplines 128, 129 organisational storytelling 396 organisational structure 376 – 8 organisational trajectory 435 – 6, 439 – 42 organisations pre-history of 7 – 8 principles of 23 – 4, 618 organising 23 Oticon 419 –21, 428, 434, 440, 442, 518, 529 –30 Ouchi, William 81, 115, 116 outsourcing 617 paradigms 617 definition 80 in search of new 78 –142 629 Z03_BURN8967_06_SE_IDX.indd 629 1/28/14 9:09 AM www.downloadslide.net Index Pareto, Vilfredo 49 Parsons, Talcott 32, 49 Parsons, Udy 32 Parsons, Udy 32 participation 617 Pascale, Richard 84, 116, 120, 137, 205, 240, 442 –3 Passport Agency (UK) 473 people 136 –7 and Culture-Excellence approach 111 involvement in change process 465 – 6, 470 –1, 472 –3 and organisational learning 137 performance 70 performance bonuses 95 Perrow, Charles 61, 67 – 8, 71 person culture 181, 617 PESTEL framework 432, 433, 434 Peters, Tom 79, 84 – 91, 100, 110, 111–12, 137, 139, 153 Pettigrew, A.M 201, 212, 214, 243, 246, 323, 353, 369, 373, 379, 384, 385, 389, 404, 406, 415 Pfeffer, J 210 phases of change 617 Philips 272 physiological needs 50 –1, 617 piecemeal initiatives 408 PIMS (Profit Impact on Marketing Strategy) 283 – 4, 617 Planned change 332 – 48, 353 – 4, 407, 525, 617 Action Research 340 –2 Bullock and Batten’s four-phase model of 347 – 8 criticism of 356, 358, 364 –5, 366 – 8, 397 and Emergent approach 391 Field Theory 338 – 9 Group Dynamics 340 key projects and events contributing to development of 336 and Lewin 334 – 47 and management development 525 – 6 phases of 347 – 8 purpose 353 – 4 Three-Step model 342 – 6, 347, 391, 394, 620 see also Organisation Development planning 23 commitment 461–3 rise and fall of long-range 227 –35 planning the change 458 – 65 activity planning 460 –1 audits and post-audits 463 – 4 commitment planning 461–3 establishing a change management team 459 – 60 management structures 460 training and development 464 –5 Planning school 230 –1, 232 political behaviour 199 –202, 216, 251 political games 203, 204 political ploys 203 political skills 205, 384 politics 137, 204, 617 and Culture-Excellence approach 111, 137 and Emergent approach to change 370 –1, 383 – 4, 392 see also power-politics perspective population ecology 242, 617 Porter, Michael 225, 229, 236, 237, 264 –5, 275, 277 – 8 portfolio extension 273 portfolio planning 229 Positioning school 236, 252, 265, 268, 293, 617 post-audits 463 – 4 post-entrepreneurial model 91– 4 careers and job security 95 – 6 consequences of 94 –101 creating new ventures from within 93 – 4 opening boundaries to form strategic alliances 92 –3 restructuring to find synergies 92 reward systems 94 –5 workers’ lifestyle 96 –7 postmodernism 81–2, 146, 147 –56, 167, 211, 367 – 8, 617 and choice 154, 174 and culture 151–2, 154 and deconstruction 150 definition 146 drawbacks 154 – 6 features of 149 –50 implications for organisations 152 – 4 and modernism 149, 151 and organisational change 199 origins 148 and power-politics perspective 152, 201–2 and reality 154 and self-reflexivity 150 and strategy 234 terms used by 155 power 617 coercive 205, 206, 207, 611 definition 202 and Emergent approach to change 370 –1, 383 – 4, 391–2 knowledge 206, 615 normative 205, 616 and postmodernism 152, 201–2 630 Z03_BURN8967_06_SE_IDX.indd 630 1/28/14 9:09 AM www.downloadslide.net Index remunerative 205 sources of 202, 206 types of used in organisations 205 – 6 power battles 207 – 8 power culture 181, 618 power tactics 209 power-politics perspective 199 –201, 211, 212 –13, 215, 216 definition 202 – 4 and ethics 210 and legitimacy 204 –10 political behavior in organisations 199 –202 Prahalad, C.K 240, 246, 266, 291, 293 Prescriptive stream 235 – 44, 302, 616 principles of organisation 23 – 4, 618 privatisation 618 problem children 286 Probst, G 126, 128, 130, 133, 134 –5 Process Control Inc (PCI) 295 –7 processual approach to strategy 246, 247, 248, 255, 618 processual research 369, 389 product division 88 productivity, through people 87 – 8 Profit Impact on Marketing Strategy see PIMS profit-sharing 95 Profitability Matrix 287, 288 Proper Selfishness 107, 111 prospectors 281 psychological contract 316 –17, 413, 618 Pugh, D.S 371, 380, 381, 383 punctuated equilibrium model 324 –5, 327, 618 quality 120 question marks see problem children Quinn, J.B 323 – 4 Quinn, R.E 181, 182, 320 –1, 325, 406 Rational Choice model of decision-making 438 rational-legal authority 26, 27, 28, 29 rationality 85, 212, 225, 618 reactors 281 readiness, contextual factors creating 318 realism/realist perspective 146, 156 – 60, 167, 211, 392, 618 applying to organisations 157 – 8 and culture 191 definition 146, 157 and postmodernism 154 reservations 160 and strategy 234 recognition 48 Red Flags 351 refreezing 343 – 4, 391, 618 remit 454 remuneration of personnel 24 remunerative power 205, 206, 207 – 8, 618 resistance 312 –18, 327 – 8, 382, 413 and cognitive dissonance 315 –16 depth of intervention 314 –15 dispositional 314, 413 and psychological contract 316 –17, 413 sources 313 –14 Resource-Based View (RBV) 265 –7, 268, 274, 618 responsibility 24 retrenchment strategy 273 reward systems and Japanese approach to management 117, 123 drivers for changes to 94 –5 post-entrepreneurial model 94 –5 Richardson, David 39 – 40 ringi system 119, 252, 439, 618 rites of passage 178 rituals 178 Robbins, S.P 7, 32 –3, 60, 200, 201, 203, 204, 206 –7, 211, 213, 214, 304, 377 role culture 181, 182, 619 roles 308, 619 Rover Group 93 Rowntree, Seebohm 44 Royal Bank of Scotland 426 Saatchi & Saatchi 207 safety needs 50, 619 Salz Review 312 –13 Samsung 447 – 8, 469 scalar chain 24 scenario-type approach 288 – 92, 439, 619 Cross Impact method 290 Delphi method 289 – 90 vision-building 290 –1 Schein, E.H 178, 180, 197, 198, 199, 304, 306, 311, 316, 333, 334, 341, 343 – 4 Schumacher, E.F 53 Schumpeter, Joseph 49 Scientific Management 4, 5, 16 –20, 22, 30, 41, 42, 54, 113, 619 scientific-rational approach 619 security 48 segmented workforces 112 self-actualisation needs 51, 56, 619 self-organisation 393, 394, 619 self-reflexivity, and postmodernism 150 semistructures 163, 619 Senge, Peter 128, 129, 306, 313, 321, 524 sensemaking 435 631 Z03_BURN8967_06_SE_IDX.indd 631 1/28/14 9:09 AM www.downloadslide.net Index 7S Framework 84, 116, 279, 619 Shamrock organisation 102 –3, 104, 105, 108 – 9 Silverman, D 177 Simon, Herbert 59 Simpson, George 485 single-loop learning 129, 619 size 68 – 9 and bureaucracy 68 – 9 Contingency Theory approach 61 and structure 71 Skilling, Jeffrey 179 SMART framework 457 – 8, 460 Smith, Adam 11, 13, 15, 21 Smith, C 243, 244, 246, 249, 265 Smith, J.G 284, 287 Smith, J.H 46, 58 SmithKline Beecham 207 smooth incremental change 405 SMS 277 Snow, C.C 273, 280 –1, 293, 377 social construction 619 social needs 51 socio-technical systems theory 55, 352, 620 soft Ss (staff, style, shared values and skills) 116, 279 Sony Walkman 425 – 6 specialisation by focus 277 – 8 stability strategy 272 –3 stability of tenure of personnel 24 Stacey, R 159 – 60, 161, 163, 164, 229, 241–2, 254 staff, lean 88 – 9 stakeholder alliances 93 Stalker, George Macpherson 62 stars 285, 286, 620 Storey, J 408, 412, 523 storytelling, organisational 396 Strategic Conflict model 267 –70, 274, 620 strategic planning tools 282 – 92 Growth-Share Matrix 284 – 8 PIMS (Profit Impact on Marketing Strategy) 283 – 4 scenario- or vision-building approach 288 – 92 strategy 223 –56, 620 applying 261– 97 classical approach 246, 247, 248, 252, 254 constraints on managerial choice 248 –53, 254 –5 business environment 249 –50 industry/sector 249 national characteristics 248 – 9 organisational characteristics 251–2 definition 230 –5, 442 as design 235 Design school perspective 230, 231–2 as discourse 235 emergent 238 – 9, 241, 254 and equifinality 242 –3, 245 – 6 evolutionary approach 246, 247 – 8, 255 as experience 235 firm-in-sector perspective 243, 244 Johnson’s basic views of 233 levels of 270 – 82 business 270, 274 – 8 corporate 270, 272 – 4 functional/operational 270, 278 – 80 types of organisation 280 –2 and managerial choice 244 –53, 254 –5 and Morgan’s organisational metaphors 234 origins 226 –7 as a pattern 233 as a perspective 233 as a plan 233 Planning school perspective 230 –1, 232 as a ploy 233 as a position 233 Prescriptive versus the Analytical stream 235 – 45, 254, 268, 293 processual approach 246, 247, 248, 255, 618 quantitative approach to 227 rational perspective 229, 254 rise and fall of long-range planning 227 –35 systemic approach 246, 247 and trajectory process 442 – 4 types of 264 –70 Competitive Forces model 264 –5, 293 Resource-Based View (RBV) 265 –7, 293 Strategic Conflict model 267 –70, 293 as variety 235 Whittington’s generic approaches to 246, 247 Strong Marches 412 structure Burns and Stalker’s ideal forms of 62 and environment 62 – 4 organisational 376 – 8 and performance 70 and size 71 sub-systems managerial 310 organisational goals and values 310 principal organisational 310 psychosocial 310 technical 310 suboptimal divisions 87 subordination 24 Sugar, Sir Alan 97 supplier development, Nissan’s approach to 35 – 8 sustainability 489 – 91, 529, 620 632 Z03_BURN8967_06_SE_IDX.indd 632 1/28/14 9:09 AM www.downloadslide.net Index Sweden 56 SWOT analysis 231, 232, 432, 620 systemic approach 246, 247 systemic jointism 408 systems theory 59 – 60, 227 systems thinking 129 T-groups 336, 348, 350 task culture 181, 182, 620 task management 507 Taylor, Frederick 4, 5, 16 –20, 21, 25, 30, 31, 32, 33, 41, 55, 79, 113, 527 Taylorism see Scientific Management team development 340 team management 506, 507 team roles 340 Belbin’s nine 454 –5 teamwork 117, 119 techno-economic rationale 81–2 technology 66 – 8 analysis and categorisation 67 Contingency Theory approach 61, 66 – 8 types of production 66 and variability 67 technology-structure hypothesis 71 textile industry 9 –10 Theory E 405 – 6, 413 Theory O 406, 413 Theory X 4, 52 –3, 620 Theory Y 4, 52 –3, 350, 620 Thompson, James 64 – 6, 133 Three-Step model 342 – 6, 347, 391, 394, 620 timeliness 119 Toffler, Alvin 53 top-down systemic change 408 Total Quality Management (TQM) 120, 136, 378 – 9, 620 Toyota 278 – 9 trade unions 19 traditional authority 26 versus rational-legal authority 28 training and development 117, 464 –5 trait approach to leadership 505 –7 trajectory process 429, 439 – 45 change 444 –5 organisational vision 439 – 42 strategy 442 – 4 transactional management 511, 511–12, 520, 620 –1 transformational change 406 –7 transformational leadership 174, 251, 511, 512, 513, 514 –15, 520, 621 Treanor, J 258 Triple Bottom Line 497 Triple I organisation 105 – 8 triple-loop learning 128, 621 uncertainty 621 unfreezing 342 –3, 391, 467, 621 uniformity, striving of companies to avoid 39 – 40 United Kingdom and Job Design 56 management development process 522 as a pioneer industrial country public sector 215 United States collectivist ethos 43 factory system 14 gap between rich and poor 112 and industrialisation 14 unity of command 24 Urwick, Lyndall 25, 44 values 180, 308 – 9, 478 – 82, 621 Graves’ hierarchy of 479 and organisational development 349, 354 variability 67 venture returns model 95 Victoria, Queen 228 Virgin 228, 268 – 9 Visa 162 vision 439 – 42, 441, 621 vision-building 289, 290 –1, 440, 621 visionary leadership 476 visioning technique 439 – 40 Volvo 207, 436 Vroom, V.H 503, 510 Wal-Mart 488 Waterman, Robert 79, 83, 84 – 91, 94, 97, 106, 110, 116, 137, 176 –7, 179, 254, 266, 524 Watson, T 109, 150, 192, 242 Watt, James 11, 12 Weber, Max 5, 7, 9, 25 – 9, 30, 31, 32, 33 Wedgwood, Josiah 11–12, 15 Weick, K.E 242, 250, 320 –1, 325, 365, 366, 368, 383, 434, 435 Weinstock, Arnold 214, 530 Welch, Jack 190 Wernerfelt, B 266 Whipp, R 369, 374, 375, 380, 384 –5, 390 Whittington, R 246 –7, 390, 427 Wickens, Peter 116 willingness to change, creating a 466 –70 633 Z03_BURN8967_06_SE_IDX.indd 633 1/28/14 9:09 AM www.downloadslide.net Index Wilson, A.M 110, 111, 186, 187, 188 Wilson, I 177, 184, 367, 375, 379, 380, 381, 384, 390 Witzel, M 175 women and leadership 517 and work 123, 493 Woodward, Joan 66 –7 Woodward, Michael 214 work humanisation see Job Design workers’ lifestyle 96 –7 workforce diversity 491– 4, 621 Worley, C.G 130, 180, 193 –5, 198, 199, 349, 377, 379, 406, 491–2, 493 XYZ Construction 141–2, 360 –2, 428, 432, 459 Yahoo Yukl, G 500, 501, 503, 509, 514 zero-hours contract 112 Zucker, Jeff 144 634 Z03_BURN8967_06_SE_IDX.indd 634 1/28/14 9:09 AM .. .Managing Change A01_BURN8967_06_SE_FM.indd 1/28/14 9:04 AM A01_BURN8967_06_SE_FM.indd 1/28/14 9:04 AM Sixth Edition Managing Change Bernard Burnes A01_BURN8967_06_SE_FM.indd... Congress Cataloging-in-Publication Data Burnes, Bernard, 195 3Managing change / Bernard Burnes Sixth edition pages cm ISBN 978-0-273-77896-7 1. Organizational change Management.  I. Title HD58.8.B882... Phase – change of structure 360 10 Developments in change management Emergence challenges Emergent change as OD strikes back 363 Learning objectives 363 Introduction From Planned to Emergent change