Abstract
The top management of many organizations in Britain and in other countries are trying to make major changes. In companies it is usually competitive pressure that provides the spur to do so; in the Civil Service, local authorities and the National Health Service it is government pressure now partially supplemented by competition. This chapter describes the kind of changes that are most often wanted and the lessons that can be learnt from examples of successful change. An alternative title could be ‘Changing the Culture’, for that is how many managers describe their aim in organizational change. The broader title is used because cultural change is only one aspect of successful organizational change.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsPreview
Unable to display preview. Download preview PDF.
Notes
Thomas J. Peters and Robert H. Waterman, In Search of Excellence: Lessons from America’s Best Run Companies (New York: Harper & Row, 1982).
Geert Hofstede, Cultures and Organizations: Software of the Mind (London: McGraw-Hill, 1991) p. 199.
Louise Kehoe, ‘A Reserved Player Comes Out Fighting’, Financial Times, 22 March 1991.
Sarah Hegarty, ‘An Entrepreneur at the Council’, Independent, 4 June 1992.
Colin Duncan (ed.), The Evolution of Public Management: Concepts and Techniques for the 1990s (London: Macmillan, 1992) is one of several books providing the new techniques for the public sector.
Edgar H. Schein, ‘Coming to a New Awareness of Organizational Culture’, Sloan Management Review, Winter 1984.
Richard Tanner Pascale, Managing on the Edge: How Successful Companies Use Conflict to Stay Ahead (London: Viking, 1990) p. 173.
Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York: Doubleday Currency, 1990).
Ingersoll Engineers, Commitment: Implementing the Vision (Bourton Hall, Rugby, Warks.: Ingersoll Engineers, 1992).
Copyright information
© 1993 Rosemary Stewart
About this chapter
Cite this chapter
Stewart, R. (1993). Changing the Organization. In: The Reality of Organizations. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-23047-1_11
Download citation
DOI: https://doi.org/10.1007/978-1-349-23047-1_11
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-0-333-59551-0
Online ISBN: 978-1-349-23047-1
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)