Organizational Innovation

Studies of Program Change in Community Agencies
Softcover Nachdruck of the original 1. Auflage 2003
ISBN: 978-0-306-47852-9
Verlag: Springer US

Buch, Englisch, 239 Seiten, Paperback, Format (B × H): 156 mm x 234 mm, Gewicht: 389 g

Innovation in the private and public sectors has been the subject of a great deal of study, since it is central to the economic growth and effective governance of most organizations. Determining the changes needed in an organization is less difficult than determining how to make the changes work. This volume is the result of a three-year study that investigated the factors associated with the implementation of program changes in a nonprofit community welfare agency.

The results of the research showed that a greater understanding of the implementation process was needed, both by the workers and administrators. In addition, factors other than "need" were determined to influence what action is taken to implement the recommendations. This book takes the results of the study and demonstrates how implementation can be successful in an organization.

This work includes factors such as administration behavior and perception, its effect on board members, mobility orientation, job satisfaction, and the prediction of program change and will be of interest to management in both the private and non-profit sector as well as students of organizational sociology and psychology.

Zielgruppe

Professional/practitioner

Autoren/Hrsg.

Poole, Marshall Scott

Kaplan, Howard B.

Fachgebiete

• Sozialwissenschaften Soziologie | Soziale Arbeit Soziologie Allgemein
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensführung
• Wirtschaftswissenschaften Betriebswirtschaft Organisationstheorie, Organisationssoziologie, Organisationspsychologie

Inhaltsverzeichnis

1. Introduction.- 2. Statement of the Problem.- 3. Methodology.- 4. Executive Director Role Behavior and the Implementation of Program Change.- 5. Executive Director Perceptions of the Board and Implementation of Program Change.- 6. Board Member Perceptions of Executive Director Role Behavior and the Implementation of Program Change.- 7. Role Behavior of the Board of Directors and the Implementation of Program Change.- 8. Mobility Orientation and the Implementation of Program Change.- 9. Job Satisfaction and the Implementation of Program Change in Community Agencies.- 10. The Prediction of Program Change in Community Welfare Agencies.- Appendices.- References.