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Implementing Organizational Change: Theory and Practice
Bert Spector, Northeastern University

ISBN-10: 0131477978
ISBN-13: 9780131477971

Publisher: Prentice Hall
Copyright: 2007
Format: Paper; 224 pp
Published: 05/23/2006

Suggested retail price: $104.00
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For both practitioners and students of change management.

Traditionally texts presented change as a compilation of theories and ideas. Spector Implementing Organizational Change: Theory and Practice is the only text that provides a clear sequential framework to help students and practitioners understand, analyze and implement change. Spector's sequential framework guides students in orchestrating intervention that is proven to maximize the likelihood of successful implementation.

For both practitioners and students of change management

 

Traditionally texts presented change as a compilation of theories and ideas. Spector Implementing Organizational Change: Theory and Practice is the only text that provides a clear sequential framework to help students and practitioners understand, analyze and implement change. Spector's sequential framework guides students in orchestrating intervention that is proven to maximize the likelihood of successful implementation.

 

Q: How important is it for your students to understand and analyze change implementation? Do your students often memorize the materials covered rather and understand change implementation?   

 

Spector provides a clear sequential framework to help students and practitioners understand and analyze effective change implementation. This framework consists of the following four steps in sequence:

(1) Shared Diagnosis: Collecting and analyzing data and vital preliminary stage in implementing change.  

(2) Redesign: Systematic & strategic change of a organization’s design.

(3) HR Development: Developing required new skills and behaviors of the organization’s employees.

(4) Systems & Structure.

The chapters are organized to follow this framework represented on p. 193. To help students more fully how this model can be applied, Chapter 9 applies the model to the Children’s Hospital.

·         This framework guides students in orchestrating intervention that will maximize the likelihood of successful implementation. The framework presented builds on one presented earlier, in Michael Beer, Russell A. Eisenstat, and Bert Spector, The Critical Path to Corporate Renewal (Boston; Harvard Business School Press, 1990).

 

Other advantages

 

Q: What are the most effective ways you have used/observed to help students be active participants in the classroom? 

 

Join the debate – This feature engages the readers to critically think and debate two sides of a controversy related to a key point of the chapter. E.g. p. 120: Should Organizations Seeking Fundamental Change Look Outside for New CEOs?

·         Students learn that there isn’t always one correct answer and great managers always consider opposing points of view before making decisions.

 

Q: How do you help your students understand the real world applications of the concepts covered in this course?

 

Chapter opening case - A short, real world chapter opening case highlights the theme of each chapter and is then woven through the chapter discussions and concluded with discussion questions in the end of chapter materials. E.g. Strategic

Renewal at Taco Bell in Ch. 6 pp. 113, 128.

·         Shows students how change is implemented in real companies and provides students one company example by which to remember the concepts.

 

Q: How do you know students actually learnt vs. regurgitate?

 

Case Discussion – A longer concluding case in each chapter, written by the author, allows students and practitioners the opportunity to practice change implementation. E.g. pp. 128 – 131: “It’s Only Rock ‘n’ Roll (But I Like It)” discussing Keith Richards and the Rolling Stone’s decision to remove and replace lead guitarist Mick Taylor.

·         Provides students a case to synthesize and apply chapter concepts leading to actual learning.

 

Q: How do you help focus your students on the key concepts covered in your course?

 

Key learning – This feature quickly highlights and connects the key learning concepts of a section. E.g. p. 126 on removal and replacement decisions.

·         Helps students to stay focused on the most important concepts they’ll need to understand when implementing change effectively.

 

Q: Do you agree that a text with a broad base of schools of thought will prepare your students better to implement change effectively?

 

The author’s writing was influenced by the following four schools of thought:

·         Performance perspective: The goal of change management is to create and sustain outstanding performances.

·         Behavioral perspective: Alterations in patterns of employee behavior need to accompany all types of changes in order to achieve outstanding performance.

·         Implementation perspective: Recognition of the need for change must be accompanied by effective implementation if outstanding performance is to be achieved.

·         Leadership perspective: The coordinated efforts of leaders at multiple levels and in multiple units of an organization will promote effective implementation.

This provides students with a text base on both behavioral and strategic thought.

 

This text is available for personalization in the PHCBR custom database program.  Select only the chapters you require or supplement with recommended case studies all under one cover.  CLICK HERE to go directly to the PHCBR book-build site or visit our product page for additional information at pearsoncustom.com/business.

 

Chapter 1      Strategic Renewal and Change

Chapter 2      Theories of Effective Change Implementation

Chapter 3      Organizational  Diagnosis

Chapter 4      Organizational Culture and Change

Chapter 5      Organizational Design and Redesign

Chapter 6      Developing Human Resources

Chapter 7      Reinforcing New Behaviors

Chapter 8      Change Leadership

Chapter 9      Putting It All Together

Bert Spector is an Associate Professor in the Human Resources Management Group at Northeastern University, an associate of the Harvard Law School Program on Negotiations, and a visiting professor at MIT's Sloan School of Management and INSEAD (France).  Professor Spector holds a PhD from the University of Missouri. Since joining the College of Business Administration faculty in 1983, he has coauthored a number of books in the area of human resource management and organizational change, including Managing Human Assets (1984), Human Resource Management: A General Manager's Perspective (1985), and The Critical Path to Corporate Renewal (1990). He is the author of Taking Charge and Letting Go (1995). Professor Spector's articles have appeared in the Harvard Business Review and the Sloan Management Review.

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  • 0132428474Implementing Organizational Change: Theory and Practice, CourseSmart eTextbook
    Spector
    © 2007 | Prentice Hall | On-line Supplement; 224 pages | Instock
    ISBN-10: 0132428474 | ISBN-13: 9780132428477
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