| |
| |
Foreword | |
| |
| |
Acknowledgments | |
| |
| |
Understanding and Facilitating Organizational Change in the 21st Century: Recent Research and Conceptualizations | |
| |
| |
Distinctive Contribution | |
| |
| |
Focus of the Monograph | |
| |
| |
Audience | |
| |
| |
To Change or Not to Change? | |
| |
| |
Providing a Common Language for Understanding Organizational Change | |
| |
| |
What Is Organizational Change? | |
| |
| |
Diffusion, Institutionalization, Adaptation, Innovation, and Reform | |
| |
| |
Forces and Sources | |
| |
| |
Degree of Change | |
| |
| |
Timing of Change | |
| |
| |
Scale of Change | |
| |
| |
Focus of Change | |
| |
| |
Adaptive/Generative | |
| |
| |
Intentionality: Planned Versus Unplanned Change | |
| |
| |
Response Time: Proactive and Reactive | |
| |
| |
Active and Static | |
| |
| |
Target of Change: Change Process and Outcomes | |
| |
| |
Summary | |
| |
| |
Theories and Models of Organizational Change | |
| |
| |
Typology of Organizational Change Models | |
| |
| |
Evolutionary | |
| |
| |
Teleological | |
| |
| |
Life Cycle | |
| |
| |
Dialectical | |
| |
| |
Social Cognition | |
| |
| |
Cultural | |
| |
| |
Multiple Models | |
| |
| |
Summary | |
| |
| |
Appendix | |
| |
| |
Understanding the Nature of Higher Education Organizations: Key to Successful Organizational Change | |
| |
| |
Interdependent Organizations | |
| |
| |
Relatively Independent of Environment | |
| |
| |
Unique Organizational Cultures of the Academy | |
| |
| |
Institutional Status | |
| |
| |
Values-Driven: Complex and Contrasting | |
| |
| |
Multiple Power and Authority Structures | |
| |
| |
Loosely Coupled Structure | |
| |
| |
Organized Anarchical Decision Making | |
| |
| |
Professional and Administrative Values | |
| |
| |
Shared Governance System | |
| |
| |
Employee Commitment and Tenure | |
| |
| |
Goal Ambiguity | |
| |
| |
Image and Success | |
| |
| |
Summary | |
| |
| |
Higher Education Models of Change: Examination Through the Typology of Six Models | |
| |
| |
Evolutionary | |
| |
| |
Teleological | |
| |
| |
Life Cycle | |
| |
| |
Dialectical | |
| |
| |
Social Cognition | |
| |
| |
Cultural | |
| |
| |
Multiple Models | |
| |
| |
Summary | |
| |
| |
Research-Based Principles of Change | |
| |
| |
Promote Organizational Self-Discovery | |
| |
| |
Realize That the Culture of the Institution (and Institutional Type) Affects Change | |
| |
| |
Be Aware of Politics | |
| |
| |
Lay Groundwork | |
| |
| |
Focus on Adaptability | |
| |
| |
Facilitate Interaction to Develop New Mental Models and Sensemaking | |
| |
| |
Strive to Create Homeostasis and Balance External Forces with the Internal Environment | |
| |
| |
Combine Traditional Teleological Tools, Such As Establishing a Vision, Planning, or Strategy, With Social-Cognition, Symbolic, and Political Strategies | |
| |
| |
Realize That Change Is a Disorderly Process | |
| |
| |
Promote Shared Governance or Collective Decision Making | |
| |
| |
Articulate and Maintain Core Characteristics | |
| |
| |
Be Aware of Image | |
| |
| |
Connect the Change Process to Individual and Institutional Identity | |
| |
| |
Create a Culture of Risk and Help People to Change Belief Systems | |
| |
| |
Realize That Various Levels or Aspects of the Organization Will Need Different Change Models | |
| |
| |
Know That Strategies for Change Vary by Change Initiative | |
| |
| |
Consider Combining Models or Approaches, As Is Demonstrated Within the Multiple Models | |
| |
| |
Summary | |
| |
| |
Future Research on Organizational Change | |
| |
| |
References | |
| |
| |
Name Index | |
| |
| |
Subject Index | |