Toolkit for Organizational Change is a text designed to assist educators in advancing the knowledge, skills and abilities of students in creating effective change. It is an applied book which bridges current organizational change theory with practical applications through exercises and cases in the belief that students learn better when they can anchor conceptual materials in concrete examples and situations.
Table of Contents
1. Organizational Change in Our Complex World 2. Change Frameworks for Organizational Diagnosis: How to Change 3. Change Frameworks for Organizational Discourse: What to Change 4. Understanding and Building the Need for Change Case Study: Northwell Inc. 5. Organizational Structures and Systems and Change 6. The Emergent or Informal Organization 7. The Recipients of Change: Those on the Receiving End 8. Change Agent Types and Effectiveness Case Study: Jessica Casserra' s Task Force: Hospital Integration in the Region of Erie 9. Action Planning, Aligning, and Implementing Change 10. Measuring Change: Designing Effective Control Systems Case Study: Oshawa Industries 11. Summary Thoughts on Organizational Change Case Study: Self-Managed Work Teams at South Australia Ambulance Service
Tupper Cawsey is Professor Emeritus of Business, Wilfrid Laurier University. He is presently Editor, Case Research Journal, for the North American Case Research Association. He has served on several boards of directors and was Chair, Lutherwood Board from 2003 - 2008. Tupper was recognized nationally in 2001 as one of Canada's top five business professors by receiving the Leaders in Management Education award, sponsored by PricewaterhouseCoopers and the National Post. He is also the 1994 recipient of the David Bradford Educator Award, presented by the Organizational Behaviour Teaching Society, and the 1990 Wilfrid Laurier University "Outstanding Teacher Award". Tupper created the Case Track for the Administrative Sciences Association of Canada, a peer review process for cases. He is author or coauthor of over 6 books and monographs including, Toolkit for Organizational Change -- 1st Edition, Canadian Cases in Human Resource Management, Cases in Organizational Behaviour and several monographs including Control Systems in Excellent Canadian Companies and the Career Management Guide. Tupper has over 50 refereed journal and conference publications. In 2005, he received the Christiansen Award from the Kaufman Foundation and the North American Case Research Association and in 2007.his case, "Board Games at Lutherwood" won the Directors College Corporate Governance Award and the Bronze Case Award at the NACRA Conference. In 2009, his case, "NuComm International" won the Gold Case Award at the NACRA Conference. Gene Deszca is Professor of Business Administration, a former MBA Director, and is currently the Associate MBA Director in the School of Business and Economics at Wilfrid Laurier University. He has held a number of leadership roles at Laurier, including ones involving the development and launch of the full-time, one year MBA program, the executive MBA program, and the international concentration. He was instrumental in the development of the Society of Management Accountants of Canada's post-university professional accreditation programs and is a member of their national Board of Directors. Gene is the author or coauthor over 100 journal, conference publications/presentations, books, monographs, and technical papers. These include the books Canadian Cases in Human Resource Management, and Cases in Organizational Behaviour and the articles Driving Loyalty Through Time-to-Value, and Managing the New Product Development Process: Best-in-Class Principles and Leading Practices. His current research and consulting activity focuses on organizational change and the development of high performance enterprises.