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Organizational Change

In: Introducing Organizational Behaviour

Author

Listed:
  • Mike Smith

    (University of Manchester Institute of Science and Technology)

  • John Beck

    (University of Manchester Institute of Science and Technology)

  • Cary L. Cooper

    (University of Manchester Institute of Science and Technology)

  • Charles Cox

    (University of Manchester Institute of Science and Technology)

  • Dick Ottaway

    (University of Manchester Institute of Science and Technology)

  • Reg Talbot

    (University of Manchester Institute of Science and Technology)

Abstract

This chapter discusses organizational change. We will first discuss the difficulty of bringing about organizational change and then suggest some helpful perspectives for viewing change. These two sections will be followed by a discussion of the change process, where we view organizational change as a discrete, observable process of social behaviour. Since there are a number of change agents involved in a change process, they will be defined and discussed next. Organizational development (OD) is the application of behavioural-science concepts and skills to the change process in an organization. Under the topic of OD we discuss strategies and interesting methods of bringing about change in an organization. Lastly, we will suggest a variety of opinions on the advantages and disadvantages of well-known ideas about organizational change.

Suggested Citation

  • Mike Smith & John Beck & Cary L. Cooper & Charles Cox & Dick Ottaway & Reg Talbot, 1982. "Organizational Change," Palgrave Macmillan Books, in: Introducing Organizational Behaviour, chapter 13, pages 261-278, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-16833-0_13
    DOI: 10.1007/978-1-349-16833-0_13
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