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Tables of Contents for Understanding and Facilitating Organizational Change in the 21st Century
Chapter/Section Title
Page #
Page Count
Foreword
xiii
 
Acknowledgments
xv
 
Understanding and Facilitating Organizational Change in the 21st Century: Recent Research and Conceptualizations
1
10
Distinctive Contribution
3
1
Focus of the Monograph
4
3
Audience
7
1
To Change or Not to Change?
8
3
Providing a Common Language for Understanding Organizational Change
11
14
What Is Organizational Change?
12
1
Diffusion, Institutionalization, Adaptation, Innovation, and Reform
13
2
Forces and Sources
15
1
Degree of Change
16
1
Timing of Change
17
1
Scale of Change
18
1
Focus of Change
19
1
Adaptive/Generative
20
1
Intentinality: Planned Versus Unplanned Change
20
1
Response Time: Proactive and Reactive
21
1
Active and Static
21
1
Target of Change: Change Process and Outcomes
22
1
Summary
23
2
Theories and Models of Organizational Change
25
34
Typology of Organizational Change Models
26
2
Evolutionary
28
4
Teleological
32
4
Life Cycle
36
4
Dialectical
40
4
Social Cognition
44
5
Cultural
49
4
Multiple Models
53
2
Summary
55
2
Appendix
57
2
Understanding the Nature of Higher Education Organizations: Key to Successful Organizational Change
59
20
Interdependent Organizations
62
1
Relatively Independent of Environment
63
2
Unique Organizational Cultures of the Academy
65
1
Institutional Status
66
1
Values-Driven: Complex and Contrasting
67
1
Multiple Power and Authority Structures
68
2
Loosely Coupled Structure
70
1
Organized Anarchical Decision Making
71
1
Professional and Administrative Values
72
1
Shared Governance System
73
1
Employee Commitment and Tenure
74
1
Goal Ambiguity
75
1
Image and Success
76
1
Summary
76
3
Higher Education Models of Change: Examination Through the Typology of Six Models
79
34
Evolutionary
80
6
Teleological
86
6
Life Cycle
92
1
Dialectical
93
6
Social Cognition
99
6
Cultural
105
4
Multiple Models
109
2
Summary
111
2
Research-Based Principles of Change
113
12
Promote Organizational Self-Discovery
114
1
Realize That the Culture of the Institution (and Institutional Type) Affects Change
115
1
Be Aware of Politics
115
1
Lay Groundwork
116
1
Focus on Adaptability
117
1
Facilitate Interaction to Develop New Mental Models and Sensemaking
118
1
Strive to Create Homeostasis and Balance External Forces with the Internal Environment
118
1
Combine Traditional Teleological Tools, Such As Establishing a Vision, Planning, or Strategy, With Social-Cognition, Symbolic, and Political Strategies
119
1
Realize That Change Is a Disorderly Process
119
1
Promote Shared Governance or Collective Decisons Making
119
1
Articulate and Maintain Core Characteristics
120
1
Be Aware of Image
120
1
Connect the Change Process to Individual and Institutional Identity
121
1
Create a Culture of Risk and Help People to Change Belief Systems
121
1
Realize That Various Levels or Aspects of the Organization Will Need Different Change Models
121
1
Know That Strategies for Change Vary by Change Initiative
122
1
Consider Combining Models or Approaches, As Is Demonstrated Within the Multiple Models
122
1
Summary
123
2
Future Research on Organizational Change
125
8
References
133
16
Name Index
149
4
Subject Index
153