Ebook Organizational change present the content: organizations and their changing environments; the nature of organizational change; organizational structure, design and change; cultures for change.
0273695983_COVER 31/10/05 10:39 am Page The book is structured in three parts The first part considers the causes and nature of change Part two ‘opens up’ the organization to expand on issues of structuring for change, the cultural and political contexts for change and how to lead change Part three moves firmly into addressing the more practical considerations of designing, planning and implementing change This third edition of Organizational Change: • Presents a comprehensive coverage of the significant ideas and issues associated with change at all levels of organizational activity from the strategic to the operational, and at the individual, group, organizational and societal levels • Takes a conceptual and analytical approach to the way that theory and research in relation to organizations and change is explored and critiqued • Includes practical elements in its provision of descriptions and worked examples of different approaches to ‘doing’ change • Provides a running case study, with discussion questions, of a major telecommunication organization • Features a balanced mixture of shorter illustrative case studies drawn from the public, private and voluntary sectors, small and large • Asks readers to undertake challenging activities to encourage the application of ideas and learning from the text to personal experience • Includes end-of-chapter discussion questions and assignments, some of which are set in ‘examination-type’ terms that can be used as preparation for tests that might be associated with a particular course Third Edition A well-developed supplements package includes an Instructors’ Manual and PowerPoint slides to complement the text Barbara Senior is a Chartered Occupational Psychologist who has published a number of books, articles and conference papers based on her research and activities She is Principal of the Highfield Consultancy, which researches and offers consultancy services in the areas of organizational psychology and change She is also an Associate Lecturer with the Open University where she lectures on the MA in Education programme and supervises doctoral students Jocelyne Fleming is Senior Lecturer in the Human Resources Management Department at the University of Gloucestershire She also provides external consultancy on behalf of the university to private and public sector organisations throughout the UK in relation to the management of change, action learning, organizational development and managing change through action research Additional student support at www.pearsoned.co.uk/senior Senior & Fleming • Provides end-of-chapter additional reading and suggested websites for readers wishing to pursue ideas and issues further An imprint of ORGANIZATIONAL CHANGE This extremely successful textbook on organizational change provides a discussion of change in relation to the complexities of organizational life Taking both a theoretical and practical approach to the issues of organizational change, the text seeks to meet both the academic and applied aims of most business and management courses This book is ideal for both MBA students and those studying for the more specialist degrees in Organizational Development and Change Its structure and content also make it accessible to final level Business Studies undergraduate students Additional student support at www.pearsoned.co.uk/senior www.pearson-books.com ORCH_A01.QXD 2/14/08 8:49 AM Page i ORGANIZATIONAL CHANGE Visit the Organizational Change, third edition Companion Website at www.pearsoned.co.uk/senior to find valuable student learning material including: ● ● ● Chapter overviews Case study feedback Annotated links to relevant sites on the web ORCH_A01.QXD 2/14/08 8:49 AM Page ii We work with leading authors to develop the strongest educational materials in business and management, bringing cutting-edge thinking and best learning practice to a global market Under a range of well-known imprints, including Financial Times Prentice Hall, we craft high quality print and electronic publications which help readers to understand and apply their content, whether studying or at work To find out more about the complete range of our publishing, please visit us on the World Wide Web at: www.pearsoned.co.uk ORCH_A01.QXD 2/14/08 8:49 AM Page iii Third Edition ORGANIZATIONAL CHANGE Barbara Senior Jocelyne Fleming ORCH_A01.QXD 2/14/08 8:49 AM Page iv Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies throughout the world Visit us on the World Wide Web at: www.pearsoned.co.uk First published 1997 Second edition published 2002 Third edition published 2006 © Barbara Senior, 1997, 2002 © Barbara Senior and Jocelyne Fleming 2006 The rights of Barbara Senior and Jocelyne Fleming to be identified as authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the prior written permission of the publisher or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London W1T 4LP ISBN: 978-0-27369-598-1 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for this book is available from the Library of Congress 10 10 09 08 Typeset in Stone Serif 9.5/13pt by 30 Printed and bound by Graficas Estella, Navarro, Spain The publisher’s policy is to use paper manufactured from sustainable forests ORCH_A01.QXD 2/14/08 8:49 AM Page v Contents List of illustrations, figures and tables About this book About the authors Acknowledgements ix xiv xviii xix Part One THE CONTEXT AND MEANING OF CHANGE Organizations and their changing environments Learning objectives A view of organizations The historical context for change An uncertain future Organizations today – environmental triggers of change Organizational responses to change Comment and conclusions Discussion questions and assignments Case example and exercise Indicative resources Useful websites References The nature of organizational change Learning objectives The changing faces of change Varieties of change Predictable change Diagnosing change situations Comment and conclusions Discussion questions and assignments Case example and exercise Indicative resources 3 12 15 31 35 35 36 38 38 39 41 41 42 45 54 57 65 66 66 68 ORCH_A01.QXD vi 2/14/08 8:49 AM Page vi Contents Useful websites References 68 68 Part One Case Study Orange, a study of change: part Case exercises 71 71 74 Part Two ORGANIZATIONS FOR CHANGE Organizational structure, design and change Learning objectives The meaning of organization structure The dimensions of structure Models of structure Influences on structure Organizational structure and change Comment and conclusions Discussion questions and assignments Case example and exercise Indicative resources Useful websites References Cultures for change Learning objectives The informal organization The meaning of culture Describing organizational culture Dimensions of organizational culture The sources of organizational culture Organizational culture and change Changing organizational culture to bring about organizational change Comment and conclusions Discussion questions and assignments Case example and exercise Indicative resources Useful websites References 77 77 78 79 80 105 126 127 128 129 133 134 134 137 137 138 140 142 154 159 173 178 186 187 187 189 189 190 ORCH_A01.QXD 2/14/08 8:49 AM Page vii Contents The politics of change Learning objectives Organizational politics Power in organizations The politics of powerlessness The link between politics, power and conflict Conflict in organizations Power and conflict in times of change Comment and conclusions Discussion questions and assignments Case example and exercise Indicative resources Useful websites References The leadership of change 193 193 194 197 208 217 220 228 239 240 240 242 242 243 245 Learning objectives Management and leadership Approaches to leadership Team and distributed leadership Leadership in times of change Comment and conclusions Discussion questions and assignments Case example and exercise Indicative resources Useful websites References 245 246 250 266 281 292 293 293 295 295 295 Part Two Case Study Orange, a study of change: part Case exercises 299 299 305 Part Three STRATEGIES FOR MANAGING CHANGE Hard systems models of change Learning objectives Situations of change 309 309 310 vii ORCH_A01.QXD viii 2/14/08 8:49 AM Page viii Contents Systematic approaches to change The hard systems model of change Using the hard systems model of change Further uses of the hard systems model of change Comment and conclusions Discussion questions and assignments Indicative resources Useful websites References Soft systems models for change Learning objectives Managing change in situations of soft complexity Organizational development – philosophy and underlying assumptions The OD process OD – an action–research-based model of change An assessment of the OD model for change Comment and conclusions Discussion questions and assignments Indicative resources Useful websites References A changing future – factors for effective change 311 312 320 329 332 333 333 334 334 335 335 336 340 345 349 374 380 380 381 381 382 385 Learning objectives Introduction Some general trends Demographic changes Changing lifestyles Occupational changes Operating virtually The multiple paths to change Comment and conclusions Discussion questions and assignments Indicative resources Useful websites References 385 386 386 389 393 396 409 415 417 418 419 419 419 Author index Subject index 424 431 ORCH_A01.QXD 2/14/08 8:49 AM Page ix List of illustrations, figures and tables Illustrations 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 1.11 1.12 1.13 1.14 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 3.12 3.13 The meaning of organization Value-oriented time Organizations as symphony orchestras Projected employment changes: 2002–12 Teaching an old dog new tricks How you use yours? Robots or people Log on for banking and shopping Wrinkles and all UK ‘Not ready yet for the euro’ Hong Kong eyes policy change on arts complex Health reforms approved in France Tesco jobs go East Closed, contained and open-ended change Changing organizations On frame-breaking change Defining the scale of change Proactively managing incrementalism in the development of corporate strategies A typical life cycle pattern Looking for breakpoints, with leading indicators Difficulties and messes The TROPICS factors Bureaucracy The Beautiful Buildings Company Elliott Jacques and the time span of discretion Advantages and disadvantages of functional structures Structural transformation at Unilever Advantages and disadvantages of departmentalization by product Advantages and disadvantages of departmentalization by geographical area or territory Advantages and disadvantages of matrix structures TFW Images Advantages and disadvantages of network organizations Key attributes of the virtual organization Consequences of deficient organizational structures Miles and Snow’s typology of strategic behaviour 13 14 18 18 19 20 22 24 25 26 30 33 42 48 50 54 55 60 62 64 81 82 86 88 90 92 93 97 102 103 104 107 112 ORCH_C09.QXD 10/10/05 9:21 am Page 422 422 Chapter A changing future – factors for effective change Capon, C (2004) Understanding Organisational Context: Inside and Outside Organisations (2nd edn), Harlow: Pearson Education Limited Cassidy, M (2004) BBC News, 10 November; http:// news.bbc.co.uk/go/pr/fr/-/northern-ireland/ 354008.stm Chartered Institute of Personnel and Development (2004a) Managing the Psychological Contract, December, London: CIPD Chartered Institute of Personnel and Development (2004b) Report: Recruitment, Retention and Turnover, December, London: CIPD Clegg, S R (1990) Modern Organization: Organization Studies in the Postmodern World, London: Sage Cooper, C (2001) ‘Careers, work and life: ways of finding a better balance’, Financial Times Mastering Management, January, pp 12–13 Daniels, J D and Radebaugh, L H (2001) International Business: Environments and Operations (9th edn), Upper Saddle River, NJ: Prentice-Hall DEFRA Household estimates and projections: 1971–2021 www.defra.gov.uk; accessed 10 May 2005 Department of Trade and Industry (2005) ‘Results from the second flexible working survey’, Employment Relations Research Series No 39, London: DTI; http:// w w w d t i g o v u k / b e s t p r a c t i c e / p e o p l e / f l e x i b l e working.htm Dunphy, D and Stace, D (1993) ‘The strategic management of corporate change’, Human Relations, vol 46, no 8, pp 905–20 Filicove, B and Filipec, J (1986) ‘Society and concepts of time’, International Social Sciences Journal, vol 107, pp 19–32 Government Actuary’s Department (2004) ‘United Kingdom population set to pass 60 million next year’, News Release, GAD, Finiaison House, 15–17 Furnival Street, London EC4A 1AB; http:// www.gad.gov.uk Government Actuary’s Department (2005) ‘Marital status projections’, 1991–2031, News Release 2005/1, 10 March GAD, New King’s Beam House, 22 Upper Ground, London SE1 9RJ; http://www.gad.gov.uk Gracie, S (1998) ‘In the company of women’, Management Today, June, pp 66–9 Institute for Employment Research (1997/8) Review of the Economy and Employment, University of Warwick Institute for Employment Research (2004) Bulletin Number 73, University of Warwick; http:ww2 warwick.ac.uk/ fac/soc/ier/publications/bulletins Kandola, B (2001) ‘The future of diversity’, British Psychological Annual Conference, Glasgow, 28 March–1 April Kautz, J (2005) ‘Small business notes: entrepreneurship beyond 2000’; http://www.smallbusinessnotes.com/ aboutsb/beyond2000.html Kehoe, L (2000), ‘Silicon power with added value’, Financial Times, November, p 20 Kirkbride, P S., Durcan, J and Obeng, E D A (1994) ‘Change in a chaotic world’, Journal of Strategic Change, vol 3, pp 151–63 Linday, C and MacCauley, C (2004) ‘Growth in Selfemployment in the UK’, Labour Market Division, October Office for National Statistics McGill, M E and Slocum, J W., Jr (1998) ‘A little leadership, please?’, Organizational Dynamics, vol 26, no 3, pp 39–49 Maitland, A (2000a) ‘Women plan change of make-up in boardrooms: only per cent of FTSE 100 directors are female, but campaigners seek to eliminate allmale culture’, Financial Times, November Maitland, A (2000b) ‘America’s gender gap travels abroad’, Financial Times, 20 October Miles, R E., Snow, C and Miles, G (2000) ‘The Future.org’, Long Range Planning, 33, pp 300–21 Mintzberg, H (1990) ‘Strategy formation: schools of thought’, in Frederickson, J (ed.) 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Bennett, R 406, 407, (421) Bennett III, R H 253, (296) Bennis, W 415, 417, (421) Bevan, K 27, (39) Bevan, S 125, (134) Blake, R R 258, 259, 274, 275, (296) Blanchard, K H 273, 274, 275, 277, 283, (296) Boddy, D 340, 342, 361, 362, (384) Bottery, M 268, (296) Boydell, T 340, (383) Brooks, I (38) 145, 158, 161, (190) 242, (243) Brown, A 140, 142, 144, 145, 161, 177, (190) Brown-Humes, C 36, (39) Bruce, H 21, (39) Buchanan, D 4, 30, (39), 194, 195, 207, 211, 239, (243), 287, 340, 342, 353, 358, 361, 362, (384) Budden, R 36, (39) Bunting, M 254, (296) Burgoyne, G 342, 347, (384) (385) Burke, W W 349, 350, (384) Burnes, B 8, (38), (39), 53, (69), 108, (134) 166, (190), 351, (384), 389, 413, 417, (421) Burns, T 8, (39), 123, 124, (134), 174, 179, (190), 378, (384) Burnside, R M 356, 357, (384) ORCH_Z01.QXD 10/10/05 12:23 pm Page 425 Author index Burrell, G 219, (243), 418, (421) Business Week 104, (134) Butler, R 4, 5, (39), 84, 118, 119, 120, (133), (134) Calori, R 170, 171, (190) Cannon (2003) 391, (421) Capon, C (421) Carnall, C (38), 142, (190), 287, 340, 345, (384) Carroll, S J 220, (244) Carter, P 83, (135) Carwright, M 268, (295) Cassidy, M 410, (421) Castells, M 162, (190) Chambers, D 172, (190) Champy, J 120, (135) Chandler, A D 109, 110, 111, 113, 115, (134), 162, (190) Chartered Institute of Personnel and Development 404, 413, (422) Checkland, P B 15, 16, (39), 52, (69), 374, (384) Chemers, M.M (296) Child, J 5, (39), 80, 106, 107, 115, 126, (134) Chinese Culture Connection (190) Clarke, C 282, 283, (296) Clarke, J 369, (384) Clarke, L 13, (39), 54, 56, (69), 290, (296), 376, (384) Clayton, P 21, (39) Clegg, S R 101 (134), 418, (422) Clement, S D 86, (135) Coghlan, D 290, (297) Cohen, M 87, (134) Cohn, L 247, (296) Coleman, J C 97, (135) Collier, P 22, (40) Coons, A E 257, (298) Cooper, C 121, 125, (134), 407, (422) Cooper, G 389, (421) Corzine, R (69) Coulter, M (40), 261, 266, (297) Cummings, T G (190), 87, 88, 96, 97, 103, (134), 141, 342, 349, 352, 355, 356, 369, 381, (383) Cusamano, M 101, (134) Daft, R L 5, (39) Daniels, J D 395, (422) Davidow, W H 103, (134) Davis, S M 95, 96, (134), 173, 179, 180, 181, 182, 184, (192) Dawson, P 13, (39), (69) De Vader, C L 251, (297) de Woot, P 170, 171, (190) Deal, T E 155, 156, 157, 158, (190) DEFRA (2005) 395, (422) Department for Education and Employment (39), 209, (243) Department for Education and Skills 21, (39) Devanna, M A 281, (298) Dickerson, A 11, 14, (40), 396, 398, 399, 402, 403, 405 d’Iribarne, P 170, (190) Dobson, P 184, (190) Drennan, D 140, (190) Drucker, P F 12, 13, (39), 85, 183, (133), (135), (190) DTI 405, 406, (422) Dulewicz, V 251, 252, 255, (296) Dunlop, J T 162, (191) Dunphy, D 49, 50, 51, 65, (69), 174, 177, (190), 284, 285, (296), 417, (422) Durcan, J 340, (385), 417, (422) Dyer, W 144, 145, (190) Easterby-Smith, M 347, (384) Eccles, T 13, (39), 142, (190) Edwards, P 6, (40) Eisenstat, R A 183, 184, (190), 290, 291, (296) Ekvall, G 263, 264, 281, (296) Elkjaar, B 347, (384) Emery, F E 15, (39) Evans, P 374, (384) Evans, S 188, 190 Farkas, C M 280, 281, (296) Farquhar, A 374, 377, (384) Fayol, H 247, (296) Feigen, M 360, (385) Ferlie, E 377, (384) Fiedler, F E 252, 272, 283, (296) Filicove, B 418, (422) Filipec, J 418, (422) Financial Post (243) Financial Times 19, 21, 23, (39) Fisher, S (242) Fletcher, L (422) 425 ORCH_Z01.QXD 426 10/10/05 12:23 pm Page 426 Author index Flood, R L 310, 311, 312, (334), 356, 374, (384) Foremski, T 42, (69) Fox, K (422) Frank, S 169, (190) French, W L 127, (135), 138, 139, (190), 228, (243), 342, 343, 344, 345, 351, 352, 359, 364, 369, 370, 371, 382, (383), (384) FT Life on the Net 19, 20, (39) Furnham, A 15, (39), 172, 179, 183, (190) Furze, D 231, 232, (243) Galbraith, J.R (135) Gale, C 231, 232, (243) Geisler, B 104, (135) George, J (296) Gibbs, G 43, (69) Ginsberg, A 286, (296) Goddard, E 394 Goleman, D 254, (296) Golembiewski, R.T 378, (384) Goodman, M 7, 8, 9, 10, 16, (39), 161, (190) Goodstein, L D 349, 350, (384) Gordon, J R 197, 208, 217, 220, 273, 275, (243), (296) Government Actuaries Department 28, (39) Government’s Actuary’s Department 393, (422) Gracie, S 213, (243), 410, (422) Grassini, M 11, (39) Gratton, L 213, (243) Greiner, L 54, 55, 56, 57, 58, 65, (69), 87, 88, 95, (135), 282 Grundy, T 45, 46, 49, 51 65, (69), 284, (296) Gunter, B 172, 179, 183, (190) Hackman, R 267, (296) Hall, W 149, 150, 152, 153, 158, 181, (190) Hammer, M 120, (135) Handy, C B 31, (39), 101, (135), 154, 155, 158 172, 181, (190), 198, 199, 201, 202, 203, 205, 208, 218, 221, (243), 249, (296) Harbison, F.H 162, (191) Hardy, C 195, 198, 203, 204, 206, (243) Harney, A 26, (39) Harris, L.C 141, 142, 161, 183, (191) Harris, R T 363, 365, 368, (384) Harrison, R 154, 155, 174, (190), 370, 382, (384) Harvard Business Review 295 Haverson, P 20, (39) Hayes, J (38) Hendry, J 183, (191) Henry, J 252, (296) Herbert, P 251, 252, (296) Hersey, P 273, 274, 275, 277, 283, (296) Heskett, J L 178,(191) Hickson, D J 79, (135), 162, (191), (192) Higgs, M 255, (296) Hill, S 161, (191) Hinings, C R 79, (135) Hinterhuber, H H 99, 101, (135) Hoar, R 254, (296) Hofstede, G 140, 144, 161, 162, 164, 165, 166, 167, 170, 172, 183, (189), (191), 214, 223, 231, (243), 381, (384) Hollinger, P 121, (135) Holman, M 276, (296) Homenidou, K 11, 14, (40), 396, 398, 399, 402, 403, 405 Hooper, C 369, (384) Hope, V 183, (191) Hope Hailey, V 46, 47, 65, (68) House, R J 277, 283, (296) Howcroft, D 21, (39) Howell, J P 255, 266, (297) Huczynski, A 4, 30, (39), 194, 195, 207, (243), 287 Hunt, J.W 241, (243) Ibarra, H 294, (296) Ibrahim Abdi, D (242) Institute for Employment Research 13, 398, 405, (422) Jack, A 381, (384) Jackson, M C 310, 311, 312, (334), 356, 374, (384) Jackson, N 83, (135) Jacques, E 85, 86, 140, (135), (191) Jaegar, A M 381, (384) James, R M 109, (135) Johnson, G 16, 30, (39), (40), 52, 53, (69), 108, 127, (135), 146, 147, 149, 174, 176, 177, 178, (191), 206, 230, 235, (243), 340, 350, 376, 377, (384) (385) Jones, G (296) Jones, P 10, (40), 360, (385) Jung, C G 253, (297) ORCH_Z01.QXD 10/10/05 12:23 pm Page 427 Author index Kandola, B 391, 403, 404, (422) Kanter, R M 174, 175, 176, 178, 179, (191), 194, 208, 211, 215, 216, 217, 255, (243), (297) Kast, F E 52, (69) Katzenbach, J.R 266, (297) Kautz, J 408, (422) Keegan, W J 253, (297), 381, (385) Kehoe, L (69) 413, (422) Keller, R T 278, (297) Kennedy, A A 155, 156, 157, 158, (190) Kerr, C 162, (191) Kibazo, J 234, (243) Kimberley, J R 54, (69) Kirkbride, P S 340, (385), 417, 418, (422) Kirkpatrick, S A 251, 252, 281, (297) Kirton, M J 284, (297) Kluckhohn, F 140, 162, 163, 164, (191) Knightley, P 162, (191) Koontz, H 97, (135) Kotter, J P 178, (191), 249, 266, 290, 291, 295, (297), 363, 372, 376, (385) Kroeber, A L 140, (191) Landrum, N E 255, 257, 266, (297) Lank, A G 253, (297) Lank, E A 253, (297) Laurent, A 167, 168, 170, (191), 381, (385) Lawrence, P R 95, 96, 124, (134), (135), 222, (243) Leach, G 13, 14 Lee, C R 352, (384) Levin, B M 99, 101, (135) Lewin, K 348, 349, 350, 351, (385) Lievegoed, B 356, (385) Likert, R 257, (297) Linday, C 405, (422) Lindell, M 263, 281, (297) Liska, L Z 278, (298) Lloyd, B 360, (385) Locke, E A 251, 252, 281, (297) Longescu, O 49, (69) Lord, R G 251, 252, (297) Lorsch, J W 124, (135), 222, (243) Louis, M R 140, 141, (191) Lucas, Jr H.C 121, (135) Ludin, J (242) Luthans, F 103, 105, (135) Lyons, L 121, (135) M2 Communications Ltd 42, (69) Mabey, C 348, 353, (384), 358, 359, 360, 367, 370, 374, (385) MacCauley, C 405, (422) MacMillan, C J 162, (191) Madslien, J 247, (297) Maitland, A 209, 210, 212, (243), 403, (422) Malone, M S 103, (134) Mann, R D 251, (297) Mannerman, M 15, (40) March, J.G (333) (334) Marsh, P 43, (69) Martin, D C 78, 96, (134) Martin, J 220, (243) Matsushita, K 344, (385) Maurice, M 170, (191) Mayle, D.252, (296) Mayo, E 219, (243) Mayon-White, B 311, (334), 359 McAleer, W E 52, (69) McCalman, J 30, (40), 62, 63, (69), 287, (297), 312, 314, 330, (334), 342, 347, 351, 353, 358, 361, 376, (384), (385) McCann, J (135) McCanse, A A 258, 259, 273, 274, 275, (296) McClelland, D C 228, 230, (243) McConkie, M L 378, (385) McDonnell, E J 32, 34, 35, (39), 46, 65, (68), 122, (134), 284, (295) McFillen, J 263, (296) McGill, M E 415, (422) McGregor, D 219, (243) McHugh, D (68), 207, 208, (244) McHugh, M 81, 83, (135), 207, 267, (297) McKenna, E.P 211, 213, (243) McNulty, S 161, (191) Miles, G (422) Miles, R E 97, 109, 110, 111, 112, 113, 115, (135), 414, 415, 417, (422) Miles, R H 54, (69) Mills, A J 231, (244) Mills, M 13, 121, 122, (135) Mintzberg, H 99, 109, 112, 113, 114, 115, 117, 124, (135), 248, 249, 255, (298), 418, (422) Mitev, N 21, (39) Mo, Yuet-Ha (244) 427 ORCH_Z01.QXD 428 10/10/05 12:23 pm Page 428 Author index Modern Healthcare 43, (69) Morgan, G 80, 94, 97, 98, 99, 101, 102, 124, 128, (135), 139, 146, 148, 184, (191), 195, 196, 197, 199, 202, 203, 205, 206, 208, 211, 214, 218, 219, 226, (243), (244) 374, (385) Mouton, J S 258, (296) Mullins, L 4, (40), 84, 118, 126, (135), 220, 221, 222, 223, 249, (244), 247, (297) Murgatroyd, S J 231, (244) Myers, C A 162, (191) Nadler, D A 5, 13, 16, (40), 229, 234, 235, (244), 355 Nasser, J 160, 162, (191) Naylor, J 247, (297) Neuijen, B 144, 164, (191), Newman, W H 47, 48, (69), (192), (298) Newton, J 286, (297) Newton, W 268, (295) Nicholson, J 369, (384) Nohria, N 255, 292, (296) Nortier, F 290, (297) O’Donnell-Trujillo, N 145, (191) Obeng, E D A 340, (385), 417, (422) Observer (297) Ody, P 120, (135) Ogbonna, E 141, 142, 161, 183, (191) Ohayv, D 144, 164, (191) Ohmae, K 162, (191) Open University 62, 63, (69), 175, 176, (191), 221, 223, 230, 231, (244), 290, (297), 312, 317, (333), (334), 346, (385) Osterweil, C 10, (40) P R Newswire (244) Pacanowsky, M E 145, (191) Palmer, J 10, (40) Paris, L 255, 266, (297) Parker, B 395, (422) Pascoe, C 21, (39) Paton, R A 30, (40), 62, 63, (69), 198, 202, 203, 204, 205, (244), 287, (297), 312, 314, 330, (334), 343, 347, 351, 362, 376, (385) Patterson, F 389, 413, (421) Payne, R L 177, (191) Pedler, M (385) Perrow, C 117, 118, 119, 120, 122, (135) Peters, T J 179, (191) Pettigrew, A M 57, (69), 186, (191) Pfeffer, J 197, 207, 208, 221, (244) Pheysey, D C 155, 174, (191) Pollock, L 254, (297) Post, J.M 256, (297) Pratt, S 283, 282, (296) Preedy, M 268, (295) Price, C 355, (385) Prud’homme, P 141, 157, (189), (192) Pugh, D 79, 80, 81, 86, 99, 115, 122, 126, (135), 162, (192), 344, 345, 353, 358, 359, 360, 365, 366, 367, 369, 370, 374, (385) Quinn, J B 53, 54, (69), 109, (135), 417, (422) Quinn, R E 279, 280, 283, (297) Radebaugh, L H 397, (422) Rashford, N S 290, (297) Reich, R B 255, 266, 293, (297) Richards, L 396, (422) Ridderstrale, J 411, 412, (422) Rizzo, J R 220, (244) Robbins, S P (40), 85, 109, 118, 119, 120, 121, 124, 125, 126, (135), 142, 143, 144, 153, 158, 161, 163, 164, 179, 186, (192), 194, 195, 197, 198, 200, 201, 202, 204, 217, 218, 220, 221, 222, 224, 228, 230, 231, 236, (242), (244), 261, 262, 266, 278, (297), 402, (422) Roberts, C (422) Roberts, D 21, (40) Roberts, J 42, (69) Roberts, N C 238, (244) Robertson, I 389, 413, (421) Romanelli, E 47, 48, (69), (192), (298) Rosenfeld, R H 78, 97, (136), 173, (192) Rosenqvist, G 263, 281, (297) Rosenzweig, J E 52, (69) Ryle, J 205, (244) Ryll, C 22, (40) Sadler, P 31, (40) Saeed, A 212, (243) Salas, E 266, (296) Sanders, G 144, 165, (191) Scase, R 28, (40), 388, 392, 396, 407, 410, 413, (422) Schein, E H 35, 40, 141, 144, 145, 179, ORCH_Z01.QXD 10/10/05 12:23 pm Page 429 Author index (189), (192), 371, (385), 416, (422) Schelling, T C 224, (244) Schlesinger, L A 290, 291, (297) Schmidt, W H 270, 272, (298) Scholes, K 16, 30, (39), (40) 52, (69), 108, (135), 146, 147, 149, 176, 178, (191), 206, (243), (385) Scholz, C 157, 158 183, (192) Schon, D A 175, (190) 342, 346, (384) Schwartz, H 173, 179, 180, 181, 182, 184, (192) Senge, P 342, 346, (385) Silverman, D 6, (40) Silvester, J 389, 413, (421) Sisson, K 6, (40) Skills and Enterprise Executive 406, (422) Skyrme, D (422) Slocum, Jr J W 415, (422) Smethurst, S 185, (192) Smith, B 360, (385) Smith, K 266, (297) Smith, M 250, 270, 278, (297) Smith, R (242) Snow, C C 99, 101, 109, 110, 111, 112, 113, 115, (135), (422) Sorge, A 170, (191) Sparrow, P R 413, (422) Spector, B 183, 184, (190), 290, 291, (296) Stace, D 49, 50, 51, (69), 174, 177, (190), 284, 285, (296), 417, (422) (423) Stacey, R D 5, 7, 16, 33, 34, (40), 53, 65, (69), 78, (136), 194, (244), 284, (298), 340, (385) Stalker, G M 8, (39), 123, 124, (134), 174, 179, (190), 378, (384) Statt, D A 4, (40) Stephens, T 295 Stewart, J 30, (40) Stodgill, R M 251, 257, (298) Storey, A 268, 269, (298) Storey, J 6, (40) Strebel, P 34, (40), 45, 46, 57, 58, 59, 60, 61, 65, (69), 284, 285, 287, 288, 289, (298), 417, (423) Strodtbeck, F L 162, 163, 164, (191) Tannenbaum, R 270, 272, (298) Tawadey, K 374, (384) Tayeb, M 162, (192) Taylor, F W 8, (40), 218, (244) Taylor, P (69) Terazono, E 18, (40) Thomas, K W 224, 225, 226, 231, (244) Thompson, J D 118, 119, 120, 122, (136) Thompson, P 68, 207, 208, (244) Tichy, N M 262, 263, 281, (298) Timmins, Nicholas 43, 67, (69) Tosi, H L 220, 221, 222, (244) Tran, M 30, (40) Trist, E L 15, (39) Trompenaars, F 141, 157, (189), (192) Trosten-Bloom, A (383) Turner, C 79, (135) Tushman, M L 13, 16, (40), 47, 48, 49, 52, 65, (69), 174, (192), 284, (298) Ulrich, D O 262, 263, (298) Unilever (136) Useem, M 222, 261, (298) von Bertanlanfy, L 52, (69) Wagstyl, S 392, (423) Waldmeir, P 276, (296) Ward, L 406, (423) Warner, M 170, (191) Waterman, R H 178, 179, (191) Watson, C M 250, (298) Watson, T (133) Weatherston, J (38) Weber, M 80, 81, 83, 94, (136), 201, (244) Weihrich, H 97, (135) Wensley, R 260, (298) Westbrook, R 19, (40) Westley, F (298) Wetlaufer, S 160, (191), 280, 281, (296) Whipp, R 57, (69) Whitehead, D 10, (40) Whittington, R 30, (40), 52, (69), 108, (135), 146, 147, 149, (191), 206, (243), (385) Wilkinson, G (38) Williams, S (242) Wilson, D C 52, 53, (69), 78, 97, (136), 162, 173, (192), 204, 209, 211, (244), 417, (423) Wilson, F M (244) Wilson, R 11, 14, (40), 396, 398, 399, 402, 403, 405 Wise, C 268, (295) Woffard, J C 278, (298) 429 ORCH_Z01.QXD 430 10/10/05 12:23 pm Page 430 Author index Wood, S 8, (40) Woodruffe, C 255, (298) Woodward, J 117, 118, 119, 120, 122, (136), 162, (192) World Bank 21, 400, (423) Worley, C G 87, 88, 96, 97, 103, (134), 141, (190), 342, 349, 352, 355, 356, 369, 381, (384) Wright, P 257, (298) Yang, Y 11, (39) Yuet-Ha 214 Yukl, G 268, (298) ORCH_Z02.QXD 10/10/05 9:23 am Page 431 Subject index action research 343, 351–3 action plan 288, 352, 361–8, 370, 378 adaptive learning 346 ages of wealth creation 7–9 agricultural age Amazon 18 ASEAN-4 Group 23 assertive behaviour 149 assessing change authority charismatic 201, 237 formal 214 rational-legal 201 traditional 196, 201 bureaucracy 8, 56, 79, 80–7, 98, 115 Beautiful Buildings Company 81–2, 88–9, 145, 203, 271, 312, 321–9 Beeton, Mrs 260 behavioural roles 284 bio-technologies 389 birth rate 393–4 Body Shop 357 breakpoints 58–9, 50 bureaucracy 267 business process engineering (BPR) 120–1 causal loop diagram 331 change agents 194, 239, 289, 330, 342, 352–3, 361–3, 371, 372, 378 bumpy incremental 46, 49, 51, 65 closed 33, 65 contained 33, 65 convergence 46, 51, 59, 65 culture 173–6, 414 discontinuous 46, 47, 48, 65, 196 divergence 46, 51, 59 diversity and 380–1 E strategy to 292 emergent 52–4 in employment 13 and environmental conditions see environmental change forces environmental triggers of 15–16, 52–3 evaluating options for 318–19, 326–8 fine-tuning 47, 49–51, 65, 177, 285 forces for and against 34, 286–7 frame-breaking 47, 48, 65, 174, 229 implementation of 320, 282–3, 369–73 incremental 47, 65, 229 incremental adaptation/adjustment 47, 50, 51, 65, 177, 285 levels of see Pugh OD matrix in lifestyles 395–7 modelling options for 316–19, 325–8 modernist view of 417 modular transformational 50, 50, 51, 65, 196, 285 O strategy to 292 in occupations 398–411 open-ended 33, 65 options for 316–19, 325–8 planned 52–4, 183, 342 postmodernist view of 418 power to block/facilitate 238 predictable 32, 54–7 Pugh’s principles 358 revolutionary 50 resistance to 229, 290–2 six steps to 183, 184 smooth incremental 45–6, 49, 65 ten-percent change 47 transformational 49–51, 51, 65, 88, 174, 196, 284, 417 throughout the ages 10 varieties of 45–6, 65 vision for 356–8 winds of change 7, 14 change agent 194, 239, 289, 330, 342, 361–3, 417 China 11 ORCH_Z02.QXD 432 10/10/05 9:23 am Page 432 Subject index choosing the right path 57 close to certainty 34, 65, 321 coercive frame of reference 219, 310–11 Cognitive Resource Utilization Theory 252 compass model of culture151–2 conflict 220 and accommodating 224, 226 approaches to 224–8 and avoiding 225–6 and collaboration 225, 226 and competition 225, 226 and compromising 225, 226 and cooperation 224 constructive 230 and cultural differences 223 definitions of 220 and environmental change 223–4 guidelines for dealing with 232 and interdependence 222 layers of 221 management 236 and limited resources 223–4 nature of 221–4 and organizational structure 222 and political action 230 and power 228 resolution of 177, 224–8, 236 stimulation of 236 and rules and regulations 222 Connectis (e-business magazine) 21 contrasting change paths 289 convergence of offerings 59 convergent breakpoints 59 convergence-divergence debate 161–2 creative climate see creativity and organizational climate creativity 9, 12, 28, 55, 88, 154, 180, 389, 404, 412 cultural web 146–53, 206–7 culture appraising the 143 bet-your-company culture 155, 156 changing the 181–4, 416 characteristics of 142, 143 compass model of 151–2 compatibility 181 convergence view of 161–2 corporate culture matrix 180 in defence against change 174–6 definition 140–2 divergence view of 161–2 evolution-induced dimension of 158 and the external environment 155–8 facilitating 286 integrative 174–5 internal-induced dimension of 158 interpretist view of 145–6 and leadership 172–3 levels of 143–5 managing around 182 models of 167 national culture 161–73 see also national culture objectivist view of 145–6 obstructing 286 person culture 154 power culture 154 process culture 155, 156 responsiveness 150 risk 179–81 role culture 154 segmentalist 174–5 and strategy 155, 158, 184–6 strong 177 structural view of 154–5 and structure/strategy/environment 157–8 sub-cultures 149 supportive of change 174–6 task culture 154 tough-guy macho culture 155–6 weak 177 web see cultural web work-hard/play-hard culture 155, 156 Danes 168–9 decision making creative-innovative 254 rational-logical 253 demographics 27, 389, 390, 391–5 diagnosing change situations 57–64 difficulties 62, 311, 321 divergent breakpoints 59 dissolving problems 338–40 divergence of offerings 59 divergent competitive behaviour 59 double-loop learning 176, 346, 416 Dunphy and Stace change matrix 284–5 ORCH_Z02.QXD 10/10/05 9:23 am Page 433 Subject index e-commerce 20, 162 empowerment 105, 215–16, 240–1, 267, 355 entrepreneurship 408–11 environment 4, 12, 16, 65 economic 16, 29–30 external 16, 31, 59, 122–5, 155–8, 354 internal 30–1, 61, 286, 354 operating environment 31 physical 31 political 16, 23–7 socio-cultural 16, 27–8, 124–5 technological 16, 17–23 temporal 31, 32 turbulent 15 environmental change forces 15, 65, 123, 284 environmental complexity 124 environmental turbulence 32, 122–3 espoused values level of culture 144 ethnocentrism 381 euro 24 European Union 23, 29 evolutionary cycle of competitive behaviour 58–9 far from certainty 34, 65, 321 feminization of business 213 flexible working 122, 125, 405–8 Force Field analysis 287–8 Ford Motor Company 8, 160 Foresight 389 French health reforms 26 gender roles 396–7 generative learning 346, 416 geocentrism 381 globalization 101, 160, 162, 281, 389, 411 government 17, 23, 25, 26–7 hard complexity 62, 310–11 hard problems 61–3, 310–11 healthcare in South Africa 409 hierarchy of objectives see objectives tree historical context 7–11 Hong Kong 25–6 Hong Kong and Shanghai Banking Corporation (HSBC) 159 household composition 393 housing 27, 389, 390, 395 human brainpower individualistic learning 346 industrial age 11–12 informal organization 138–9 information and communication technologies (ICTs) 389 influence (and power) 199 information age 10 initiative fatigue 379–80 innovation 252–3 intergroup confrontation 370 Internet 19–21, 121, 162 Keegan’s Type Indicator (KTI) 253 knowledge workers 183, 412 Kenya Airways 233–4 Lafarge 185 leadership behaviour 257–66 command and control 254 contingency approaches to 269–81 continuum of styles 270–1 definitions 247–8 directive style of 257, 272, 273, 285 distributed 266–9 see also teams Fiedler’s model of 272–3 and followers 270, 272, 273, 274 grid 258–9, 261 hard approaches to 292 Hersey and Blanchard’s model of 273–5 and innovation 252–3 and intelligence 252, 254 life-cycle model of 282–3 and management 246–50 ‘one best way’ theories of 250–66 and organizational growth phases 282–4 participative/consultative style of 257, 272, 273, 285 path-goal theory of 277–8 powers of the person 261 roles and organizational models 278–81 situational influences on 269 traits of 250–7 transactional 262–4 transformational 262–4, 281–2, 291 transitions 293–4 and types of change 284–5 learning organizations 346–7 left brain thinking 253 433 ORCH_Z02.QXD 434 10/10/05 9:23 am Page 434 Subject index leisure 395, 396 Lewin’s three–phase model of change 349–51 life and career planning 371–2 locus of control 277–8 logical incrementalism 54 internal networks 99–101 vertical networks 101 the virtual organization 103–5 Nokia 36–7 Northern Ireland, rural economy in 407–8 Novell 42, 44 management definition 247–8 and leadership compared 249–50 roles 248 managerial grid 258–9 matrix organizations 95–7 mature matrix 96 permanent overlay 96 temporary overlay 95–6 messes 61–3, 311, 346, 415 minority groups 404 Mitsubishi Motors 130–2 mobile phones 18 modernism 7, 417–18 multiple-cause diagrams 37 objectives 314–15, 323–4 objectives tree 315, 316, 317, 324 older consumers 22 O’Leary, Micheal 264–5 operational research 311 Orange 71–4, 299–306 organization development (OD) assessment of 376–82 assumptions of 342–3 in constrained situations 377–8 definition 343 in different cultures 380–2 fundamental concepts of 343 and learning organizations 346–7, 416 in the public sector 378–80 and the realities of change 376–7 organizational boundary 4, 121 organizational culture see culture organizational forms 112–15 organizational history 159–61 organizational iceberg 138–9 organizational life cycle 31, 54–7, 95 organizational learning 176–7, 292, 346–7, 416 organizational mirroring 369–70 organizational paradigm 52, 146–7 organization(s) as authority systems 168 definition 4, departmental/divisional level 50 as hierarchical-relationship systems 168 human relations model of 279–80 informal 5, 6, 138–9, 194, 202, 215, 245, 246, 344 internal process model of 279–80 models of 279–81 open-systems model of 279–80 as political systems 168 see also politics rational goal model of 279–80 as role-formalization systems 168 shadow structure of see structure national culture 161–73 collectivist cultures 163–4 convergence view of 161–2 dimensions of 165–6 divergence view of 161–2 diversity of 162–71 individualistic cultures 163, 164 long-term/short-term orientation 165–6 masculinity-femininity index of culture 165 models of 167, 171 and organizational culture 172–3 plots of nations 151–3 power-distance index of culture 165, 166 typology of management systems 170–1 uncertainty avoidance index of culture 165, 166 National Health Service 43, 66–7 Nationwide Building Society 373 NATO 48–9 neo-industrial age network organizations 97–105 dynamic loosely coupled networks 101–3 ORCH_Z02.QXD 10/10/05 9:23 am Page 435 Subject index sub-cultures of 149 as symphony orchestras 13 as systems 4, 5–7, 15, 32 Paper Unlimited 148, 161 performance measures 315–16, 324 PEST 16–17, 29–30 pluralist frame of reference 218–19, 310–11 political behaviour 6, 195 political rule 196 postmodernism 7, 418 power in action 195 assessment of 237 audit 235 blocking through use of 238 characteristics of 197–8 charismatic 200 and conflict 217–19, 230–4 see also conflict coercive 200 constructive use of 228 decision-making 199 destructive use of 228 definition 195 elasticity of 197 expert/knowledge 199, 200, 205 formal 200 individual 198–9, 207–8 and influence 198–200 see also influence information 200 invisible 199, 202–3 and leadership 235 legitimate 200 negative face of 199, 228 non-decision-making 199, 203–4 personal 199, 200 physical 199 politics as the use of 166 position 199, 201–4 positive face of 228 positive use of 230–4 powerlessness see powerlessness, below referent 200 relativity of 198 resource 199, 201, 218 reward 200 sources of 199, 218 symbolic 199, 205–7 two faces of 228 visible 199, 202 powerlessness 208–17 because of cultural differences 213–14 the glass ceiling 209 positions of 214–16 and staff professionals 216 and supervisors 215–16 women’s lack of power 208–13 process consultation 371 psychological contract 413–15 Pugh OD matrix 365–7 Pugh’s principles 358–9 pull strategies 201 push strategies 201 RS Components 151 radical frame of reference 226 reinforcement of change 374–6 see also assessing change resistance to change 286, 290–2 resolving problems 338–40 responsibility charting 363–4 responsive behaviour 149–50 rich pictures 374–5 right to manage 218 robots 19 role negotiation 370–1 routes to objectives 316–17 right brain thinking 253 rules for stifling innovation 174–6 rural economy 409–10 Russia 11, 172–3 Ryanair 43, 44, 264–5 scientific management (Taylorism) 8, 344 self-employment 410–11 7–S organizational framework 250 shadow organization Shire County 330–2 short-term wins 372–3 single-loop learning 176, 346, 347, 416 situation summary 314, 321–2, 354–6 Smith, W.H 18 social action approach socio-economic inequalities 389 social systems 78 435 ORCH_Z02.QXD 436 10/10/05 9:23 am Page 436 Subject index sophisticated modernism 418 soft complexity 62, 63 soft problems 61–3 solving problems 338–40 South Africa, healthcare in 409 sport 395 strategic drift 53, 230 strategic choice 126–7 strategy forces and forms (Mintzberg) 112–15 and structure 108–15 types of (Miles and Snow) 111–12 strategy-structure thesis (Chandler) 109–11 structure bureaucratic see bureaucracy and culture 154–5 deficient structures 107–8 definition 78 dimensions of 79–80 and the external environment 122–4 flat 83–7 functional 87–8 geographical 92–4 informal structure 79 matrix 95–7 mechanistic 123, 174 network organizations 97–105, 416 organic 123, 174 ‘power-control’ explanation of structure 126 product or service 88–91 scalar chain 85 and size 115–16 span of control 84–5 and strategy 108–15 T-form 121 tall 83–7 and technology 117–22 time span of discretion 85–6 virtual organizations 103–5, 411–17 visional 110 survey feedback 369–73 symbolic action 176, 230, 235 systems boundary complex engineering 311 formal 5, 61 formalized 381 goal-oriented 346 human activity systems 16 informal 5, 6, 61 open organizational 5, 16, 32, 51 process-oriented 346 soft systems 16 subsystems systems/process-oriented time task-oriented time team building 371 teams 116, 413 distributed leadership and 266–81 technology classification 118–20 Tesco 42, 44, 30, 246–7 TFW Images 102–3 thinking styles 284 TROPICS test 63–4, 287 uncertainty 34, 178, 214 Unilever 89–91 unitary frame of reference 218–19, 310–11 United Utilities 44 value-oriented time variety creation 59 Wal-Mart 187–8 winds of change 7, 11, 354 women 27–8, 169, 402–3 in business 210, 211–12 and lack of power 208–13 role of 396–7 workforce diversity 402–4 World Bank 275–6, 400, 401 work teams/groups 10, 55, 96, 96, 98–9, 104, 114, 116, 143, 256–7, 278, 344, 347, 359–60, 366, 371 Xenos 42 ... Describing organizational culture Dimensions of organizational culture The sources of organizational culture Organizational culture and change Changing organizational culture to bring about organizational. .. Useful websites References The nature of organizational change Learning objectives The changing faces of change Varieties of change Predictable change Diagnosing change situations Comment and conclusions... organizations PEST factors and organizational change The organizational system in multi-dimensional environments Grundy’s major types of change Types of change The organizational life cycle Evolutionary