The Organization in Crisis: Downsizing, Restructuring, and Privatization

The Organization in Crisis brings together a team of leading international researchers and practitioners to study the implementation and impact of organizational changes such as downsizing, restructuring and privatization.
The text provides a unique combination of research, theory and practice, and not only examines key issues associated with organizational change, but also suggests how such changes can be better managed in the future. Specific topics considered include the new employment relationship and its implications for careers, how organizational changes are affecting manager′s views of their working lives, ethical issues in downsizing, and best practices for organizational renewal and revitalization. A range of case studies provides world–wide examples of initiatives being undertaken by leading–edge firms.
Together, the contributors capture the global nature of the difficulties confronting organizational leaders and highlight the need for creative solutions.

Spis treści:
Preface.
List of contributors.
Part I: Impact of Restructuring on Employees and Organizations:.
1. The new organizational reality: transition and renewal: Ronald J. Burke and Cary L. Cooper.
2. The impact of organizational change on UK managers′ perceptions of their working lives: Les Worrall, Cary Cooper and Fiona Campbell.
3. Impact on privatization in Portugal: Rita Campos e Cunha.
4. Comparing the downsizing experiences of three countries: a restructuring cycle?: Craig Littler.
5. Sickness absence and organizational downsizing: Mika Kivimaki, Jussi Vahtera, Amanda Griffiths, Tom Cox and Louise Thomson.
Part II: New research Directions:.
6. An empirical examination of a stress–based framework of survivor responses to downsizing: Gretchen M. Spreitzer and Aneil K. Mishra.
7. Gender and job insecurity: Mina Westman.
8. Ethical problems in downsizing: Zehava Rosenblatt and Zachary Schaeffer.
9. Total quality management during downsizing: Marjorie Armstrong–Stasssen.
Part III: The new career reality:.
10. The new employment contract: psychological implications of future work: Paul Sparrow.
11. Down but not out: career trajectories of middle–aged and older workers after downsizing: Daniel C. Feldman.
12. Organizational crisis and change: the new career contract at work: John F. McCarthy and Douglas T. Hall.
13. Eroding organizational social capital among US firms: the price of job instability: Carrie R. Leana and Harry J. Van Buren III.
Part IV: Renewal and Revitalization: Best Practices:.
14. Leading organizations through survivor sickness: a framework for the new millennium: David Noer.
15. Value–based management: a tool for managing change: Todd D. Jick.
16. Coping with mergers and acquisitions: Susan Cartwright and Sarah–Louise Hudson.
17. Organizational restructuring: identifying effective hospital downsizing processes: Ronald J. Burke and Esther R. Greenglass.
Index.

Nota biograficzna:
Ronald J. Burke is Professor of Organizational Behaviour in the School of Business, York University, Toronto. The author of many books, he was founding editor of the Canadian Journal of Administrative Sciences, and serves on the editorial board of several other journals. He previously held the Imperial Life Professorship in Organizational Behaviour and was a Senior Research Fellow at the National Centre for Management Research and Development.
Cary L. Cooper is BUPA Professor of Organizational Psychology and Health and Pro–Vice Chancellor at the Manchester Institute of Science and Technology (UMIST). He has written or edited over 80 books, and is co–editor of the Blackwell Encyclopedia of Management. Professor . Cooper is a Fellow of the British Psychological Society, Royal Society of Arts, Royal Society of Medicine, Royal Society of Health and of both the American and British Academy of Management.

Okładka tylna:
The Organization in Crisis brings together a team of leading international researchers and practitioners to study the implementation and impact of organizational changes such as downsizing, restructuring and privatization.
The text provides a unique combination of research, theory and practice, and not only examines key issues associated with organizational change, but also suggests how such changes can be better managed in the future. Specific topics considered include the new employment relationship and its implications for careers, how organizational changes are affecting manager′s views of their working lives, ethical issues in downsizing, and best practices for organizational renewal and revitalization. A range of case studies provides world–wide examples of initiatives being undertaken by leading–edge firms.
Together, the contributors capture the global nature of the difficulties confronting organizational leaders and highlight the need for creative solutions.