An Analysis of Organizational Change [electronic resource] : A Contingency Model of Environmental Influence / Kathryn T. Theus and Julie M. Billingsley.
Organizations have unique functions for self-perpetuation over time regardless of mission. This paper addresses factors of organizational environments, as well as structure and design processes, that shape those perpetuation activities. Further, it proposes a contingency model that accounts for poss...
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| Format: | Electronic eBook |
| Language: | English |
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1992.
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| Summary: | Organizations have unique functions for self-perpetuation over time regardless of mission. This paper addresses factors of organizational environments, as well as structure and design processes, that shape those perpetuation activities. Further, it proposes a contingency model that accounts for possible outcomes of organizational change that include: maintenance, adaptation, transformation, and death. Premised on basic evolutionary theory, this model argues that change outcomes are dependent upon perpetuation activities chosen in response to levels of organizational uncertainty and environmental turbulence. An illustrative case is presented in detail to demonstrate application of the model. An educational policy-making organization in a large university is analyzed in order to identify key factors of its structure and design processes developed in response to its environment over a 5-year period, which resulted in a transformation of the organization to a new form. (Two figures are included and 70 references are attached.) (Author/SR) |
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| Item Description: | ERIC Document Number: ED353625. ERIC Note: Paper presented at the Annual Meeting of the Speech Communication Association (78th, Chicago, IL, October 29-November 1, 1992). |
| Physical Description: | 36 p. |