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a| MiAaPQ c| MiAaPQ d| MiAaPQ
a| HD58.8 b| .O84 2011
a| 658.4/06 a| 658.406
a| Oss, Leike van, d| 1964-
a| Why organizational change fails h| [electronic resource] : b| robustness, tenacity and change in organizations / c| Leike van Oss and Jaap van 't Hek.
a| New York : b| Routledge, c| 2011.
a| 1 online resource (182 p.)
a| text b| txt
a| computer b| c
a| online resource b| cr
a| Routledge studies in management, organizations, and society ; v| 13
a| Description based upon print version of record.
a| Front Cover; Why Organizational Change Fails; Contents; List of Figures; List of Tables; Preface to the English Edition; Preface; Part I: Robustness; 1. Robustness; 2. Routines: The Social Aspect of Robustness; Introduction by Prof. Christien Brinkgreve: On the Tenacity of Sexual Differences; 3. The Learned Organization: The Cognitive Aspect of Robustness; Introduction by Prof. Theo Mulder: Changeable Unchangeability: On Human Motor Control in a Constantly Changing Environment; 4. Power: The Political Aspect of Robustness
a| Introduction by Prof. Jan van Hooff: Power and Stabilityin the Social Organization of Animals5. Pathological Forms of Robustness; Introduction by Dr. Piet Boonekamp: A Chance Meeting Between Phytophthora and the Potato?; Part II: Tenacity; 6. The Tenacity of Organizations; 7. Springing Back; Introduction by Prof. Louise Vet: Change for the Sake of Not Having to Change: A Metaphor from the Field of Ecology; 8. Smothering Change; Introduction by Prof. Hans Bennis: On the (Un)Changeability of Language; 9. Calculating
a| Introduction by Saskia van Dockum: Inertia and Change: Lessons from ArchaeologyPart III: Perspectives; 10. The Blind Spot; Introduction by René Gude: Changes with Lasting Consequences: The Philosophy of Unchangeability; 11. Lessons for Change; Introduction by Frank Bijdendijk: The Yin and Yang of Our Built Environment; Conclusion; Appendix A: Social Constructivism; Appendix B: Overview; About the Authors; About the Contributing Authors; References; Index
a| Change in organizations can arise spontaneously, or it can begin in response to a planned process of change. Even planned change is not as predictable as one might like it to be; it is often partial or incomplete, or the results of change may not be what one hoped. The aspects of an organization that resist change can be vital to an organization's success, helping to keep it firm, stable, and robust. Why Organizational Change Fails aims to make change managers and OD consultants sensitive to signals of the robust part of an organization, helping them to see something
a| Includes bibliographical references and index.
a| Organizational change.
a| Organizational behavior.
a| Electronic books.
a| Hek, Jaap van 't, d| 1953-
a| Management, organizations and society (London, England) ; v| v. 13.