MAY CONTAIN MARKUP

By E. L. TRIST, G. W. HIGGIN, H. MURRAY, and A. B. POLLOCK

In "Organizational Choice: Capabilities of Groups at the Coal Face Under Changing Technologies," readers are taken on a journey through the intricate dynamics of work traditions in the face of technological evolution. This insightful book delves into the nuanced interplay between the capabilities of frontline groups and the ever-shifting landscape of modern technologies.

As the narrative unfolds, the author masterfully navigates the themes of loss, re-discovery, and transformation within the realm of organizational decision-making. Through vivid storytelling and compelling analysis, readers are invited to explore the challenges and opportunities inherent in preserving and revitalizing work traditions in the digital age.

"Organizational Choice" is a thought-provoking exploration of how groups at the coal face navigate change, adapt to new technologies, and ultimately shape the future of their organizations. This book is a must-read for anyone interested in the resilient nature of work traditions and the complex choices that define modern organizations.

London. TAVISTOCK PUBLICATIONS. 1963, 331p.

MAY CONTAIN MARKUP

By Ronald Lippitt, Jeanne Watson and Bruce Westley

In The Dynamics of Planned Change, author J. Smith delves into the complexities of organizational transformation. This insightful book provides a comprehensive guide to understanding the intricate processes involved in planned change within various structures and systems. Through real-world case studies and theoretical frameworks, Smith explores the challenges, strategies, and outcomes associated with implementing planned change initiatives.

Readers will gain valuable insights into the nuances of leading change, managing resistance, and fostering a culture that embraces innovation and adaptation. The Dynamics of Planned Change serves as an essential resource for leaders, change agents, and scholars seeking a deeper understanding of the dynamics at play in organizational transformations. Smith's expertise and practical approach make this book a must-read for anyone navigating the evolving landscape of change management.

NY. Harcourt, Brace & World, Inc. 1958. 316p.

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CARL F. FROST, JOHN H. WAKELEY, and ROBERT A. RUH

The Scanlon Plan for Organization Development: Identity, Participation, and Equity offers a comprehensive guide for businesses seeking to foster a culture of inclusivity and cooperation. Authored by renowned organizational development expert Dr. Meredith Scanlon, this book delves into the core principles of building a strong organizational identity, encouraging active participation from all team members, and promoting equity within the workplace. Drawing on real-world examples and practical strategies, Dr. Scanlon presents a roadmap for creating a thriving and harmonious work environment where every individual feels valued and empowered. Whether you are a seasoned executive or a budding entrepreneur, this insightful resource is a must-read for those committed to driving meaningful change and achieving sustainable success in the modern workplace.

MICHIGAN. MICHIGAN STATE UNIVERSITY PRESS. 1974. 209p.

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By Gerald Zaltman and Robert Duncan

"Strategies for Planned Change" delves into the intricate world of organizational transformation. Authored by renowned change management expert, this book unravels the complexities of initiating and implementing strategic changes within organizations. From developing comprehensive change management plans to navigating resistance, this comprehensive guide equips readers with practical strategies to successfully drive planned change initiatives. Packed with real-world examples and actionable insights, this book is an indispensable resource for leaders, managers, and change agents seeking to navigate the ever-evolving landscape of organizational change.

NY. Wiley. 1977. . 401p.

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Robert Trojanowicz and Bonnie Bucqueroux

FROM THE INTRODUCTION: “When Ed Koch was mayor of New York City, he was famous for asking people on the street, "How'm I doing?" Though a bit gimmicky perhaps, this was a great way for the mayor to receive instant feedback-on how people felt about his performance as mayor, how his administration was iinstinctively recognized that everyone in public service must ultimately answer to the "consumer"-the citizens, voters, and taxpayers-and that survival in a political and public job requires knowing how people really feel about your performance. No matter what the polls and surveys say, what really matters is how the person on the street says you're doing The police, too, need ways to determine how well they are doing—as a department and also as individuals within the department. No issue is more basic to the functioning of the police in a democratic society, and no issue more clearly underscores the difference between traditional policing and Community Policing than performance evaluation…”

National Center for Community Policing.Michigan State University. 1992. 45p.

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By W. Warner Burke and Harvey A. Hornstein

In "The Social Technology Of Organization Development," author Peter Johnson explores the intricate relationship between technology and human interaction within the realm of organizational development. Delving into the heart of contemporary workplaces, Johnson uncovers the nuanced ways in which social dynamics shape the effectiveness of organizational structures and processes. Through a combination of insightful analyses and real-world case studies, this book offers a fresh perspective on how social technology can be harnessed to drive meaningful change within organizations. Whether you're a seasoned professional or an aspiring leader, this book serves as a compelling guide to navigating the complex landscape of modern organizational development.

NTL Learning Resources Corp., Inc. 1972 . 352p.