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Organization Change: Theory and Practice (Foundations for Organizational Science series), by W. Warner Burke
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The Third Edition of this bestselling text continues to make clear how effective organization change is grounded in sound knowledge about human behaviour in the workplace. Author W. Warner Burke reviews various models and cases to demonstrate how to diagnose change issues in organizations. Greater emphasis is placed on planned, revolutionary change over the gradual, evolutionary change typically experienced by organizations. The book combines and integrates theory and research with application for insight into all aspects of organization change.
- Sales Rank: #322573 in Books
- Brand: Brand: SAGE Publications, Inc
- Published on: 2010-11-29
- Original language: English
- Number of items: 1
- Dimensions: .56" h x 6.46" w x 8.96" l, 1.28 pounds
- Binding: Paperback
- 384 pages
- Used Book in Good Condition
Review
"The conceptual frameworks and quality of integrated research are significantly updated from my current textbook by Cummings & Worley." (Diana J. Wong 2011-02-10)
About the Author
W. Warner Burke (Ph.D, University of Texas at Austin) is the Edward Lee Thorndike Professor of Psychology and Education, coordinator for the graduate programs in social organizational psychology, and chair of the Department of Organization and Leadership at Teachers College, Columbia University, New York. He is also co-director of the master of arts program in organizational psychology jointly conducted with the U.S. Military Academy, West Point. Dr. Burke earned his BA from Furman University and his MA and Ph.D. from the University of Texas at Austin. Prior to Teachers College, he served as chair of the Department of Management at Clark University, head of management programs and organization development at the NTL Institute, and executive director of the OD Network. Dr. Burke's consulting experience has been with a variety of organizations in business and industry, education, government, religion, and medical systems. A diplomate in industrial/organizational psychology and in organizational and business consulting from the American Board of Professional Psychology, he is also a fellow of the Academy of Management, the Association of Psychological Science, and the Society for Industrial and Organizational Psychology, and he was editor of both Organizational Dynamics and the Academy of Management Executive. He has written more than 200 articles and book chapters in organizational psychology, organization change, and leadership and has written, collaborated on, or edited 19 books. He has received numerous awards, including, in 1989, the Public Service Medal from the National Aeronautics and Space Administration; in 1990, the Distinguished Contribution to Human Resource Development Award; in 1993, the Organization Development Professional Practice Area Award for Excellence―the Lippitt Memorial Award―from the American Society for Training and Development; the distinguished scholar-practioner award from the Academy of Management; the distinguished contribution to practice award from the Society for Industrial and Organizational Psychology; and lifetime achievement awards from the OD Network and Linkage, Inc. His most recent book, co-edited with Dale Lake and Jill Paine, was Organization Change: A Comprehensive Reader (2009).
Most helpful customer reviews
36 of 41 people found the following review helpful.
comprehensive text on change
By A Customer
So much of the literature on change is often a simplistic cookbook claiming change can be executed in 7 easy steps. Burke provides the reader with the theoretical background and takes one through the multiple considerations when executing organizational change. I applaud Dr Burke for revealing the complexity of change and providing insights into the practice of change management.This is a primer for all who are engaged especially in large scale transformational change as it clearly provides one the background to help one educate others on why the change agent does what she does.
13 of 13 people found the following review helpful.
A solid foundation book for the field of Organizational Change
By B. Conway
In Burke's Organization Change Theory and Practice the author provides us with a solid base of understanding of the nature of organizational change and the leadership needed to shepherd change through to a successful completion. In the book Burk provides and overview of organizational change, defining the differences between evolutionary and revolutionary change, and how it applies by looking at real world examples. He also discusses the nature of change and goes into both theoretical and practical approaches in a variety of situations.
This edition has been updated to cover transformational leadership. I the additional chapters the author identifies roles and responsibilities that are important to instill in developing the leaders. Burke covers what he feels are eight areas important to shepherding the change process through the prelaunch, launch and post launch phases of any size change initiative.
All throughout the book the author cites the large body of previous work that this book is built on, making it a fantastic reference for those who may wish to delve further into the theory and practice of organizational change.
6 of 6 people found the following review helpful.
Should be a part of every academic library reference collection
By Midwest Book Review
Now in a completely updated and significantly expanded second edition, "Organization Change: Theory And Practice" by W. Warner Burke (Edward Lee Thorndike Professor of Psychology and Education at Teachers College, Columbia University, where he also serves as the Chair of the Department of Organization and Leadership) continues to be esteemed and recommended as a graduate school level text for university course work in the disciplines of industrial psychology, business administration, and organizational behavior. An invaluable resource for understanding and analyzing organizations be they corporate, governmental, or academic, this edition of "Organizational Change" is enhanced with a new chapter on 'Transformational Leadership' covering the fundamentals of leadership compared with management, transformational leadership, and the roles/responsibilities of the change leader. Also of note is the illuminating discussion on theories for understanding organization and change; as well as the evolutionary and revolutionary aspects of organization change. Professor Burke analytically discusses the nature of change and how organizational change is initiated by changing behavior, but not (as is commonly supposed) changes in mental sets or attributes. Enhanced with the inclusion of theoretical and illustrative models, as well as a model of meticulous and articulate scholarship, "Organizational Change" should be a part of every academic library reference collection and is especially recommended reading for students of the role of leadership in organizational evolution.
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