Araştırma Makalesi
PDF Mendeley EndNote BibTex Kaynak Göster

Yıl 2020, Cilt 3, Sayı 2, 15 - 28, 28.07.2020

Öz

Kaynakça

  • Argyris, C., Schon, D. (1978). Organizational Learning, Reading, MA: Addison-Wesley.
  • Armenakis, A. A., Bedeian, A. G. (1999). Organizational Change: A Review of Theory and Research in the 1990’s, Journal of Management, 99, 293-315.
  • Beyer, J.M., Trice, H.M. (1982). The Utilization Process: A Conceptual Framework and Synthesis of Empirical Findings, Administration Science Quarterly, 27, 591-622.
  • Bovey, W. H., Hede, A. (2001). Resistance to Organizational Change: The Role of Defense Mechanisms, Journal of Managerial Psychology, 16, 534-548.
  • Cameron, K. S., Quinn, R. E. (1999). Diagnosing and Changing Organizational Culture, NJ: Upper Saddle River.
  • Cochran, J. K., Bromley, M. L., Swando, M. J. (2002). Sheriff’s Deputies’ Receptivity to Organizational Change, Policing, 25, 507-529.
  • Collins, D. (1998). Organizational Change: Sociological Perspectives, London: Routledge.
  • Conrad, C., Haynes, J. (2001). Development of Keyconstructs, (Eds.) M. Jablin, L. L. Putnam, The New Handbook of Organizational Communication (s. 47-77). Thousand Oaks, CA: Sage.
  • Covin, T. J., Kilmann, R. H. (1990). Participant Perceptions of Positive and Negative Influences on Large-scale Change, Group and Organization Studies, 15, 233-248.
  • Dawson, P. (2004). Managing Change, (Eds.) D. Tourish, O. Hargie, Key Issues in Organizational Communication (s. 60-73). New York: Routledge.
  • Dawson, P. (1994). Organizational Change: A processual Approach, London: PCP.
  • Demers, C. (2008). Organizational Change Theories: A Synthesis, Montreal: SAGE.
  • Dent, E. B., Goldberg, S. G. (1999). Challenging “Resistance to Change”, Journal of Applied Behavioral Science, 35, 25-41.
  • DiMaggio, P.J., Powell, W. (1983). The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields, American Sociological Review, 48, 147-160.
  • Eilam, G. & Shamir, B. (2005). Organizational Change and Self-concept Threats: A Theoretical Perspective and a Case Study, The Journal of Applied Behavioral Science, 41, 399-421.
  • Eisenberg, E. M., Goodall, H. L., Trethewey, A. (2006) Organizational Communication: Balancing Creativity and Constraint, 5th ed., New York: StMartin’s.
  • Gallivan, M. J. (2001). Meaning to Change: How Diverses Take Holders Interpret Organizational Communication About Change Initiatives, IEEE Transactions on Professional Communication, 44, 243-266.
  • Harris, L. C., Ogbonna, E. (2002). The Unintended Consequences of Culture Interventions: A Study of Unexpected Uutcomes, British Journal of Management, 13, 31-49.
  • Harvey, T. R. (1995). Checklist for Change: A Pragmatic Approach to Creating and Controlling Change, Lancaster, PA: Technomic.
  • Hultman, K. (1995). Scaling the Wall of Resistance. Training & Development, (October), s.15-22.
  • Jones, E., Watson, B., Gardner, J., Gallois, C. (2004). Organizationalcommunication: Challengesforthenewcentury. Journal of Communication, 54, 722- 750.
  • Klein, K. I., Sorra, J. S. (1996). The Challenge of Innovation Implementation, Academy of Management Review, 21, 1055-1080.
  • Kotter, J. P. (1990). A Force for Change: How Leadership Differs From Management, New York, NY: The Free.
  • Kotter, P. (1996). Leading the Change, Boston: Harvard Business School.
  • Kotter, J., Schlesinger, L. (1979). Choosing Strategies for Change, Harvard Business Review, 57, 106-114.
  • Lewin, K. (1947). Frontiers in Group Dynamics, Human Relations, 1, 5-41.
  • Lewis, L. K. (1999). Disseminating Information and Soliciting Input During Planned Organizational Change: Implementers’ Targets, Sources, and Channels for Communicating, Management Communication Quarterly, 13, 43–75.
  • Lewis, L. K. (2006). Employee Perspectives on Implementation Communication as Predictors of Perceptions of Success and Resistance, Western Journal of Communication, 70, 23-46.
  • Lewis, L. K. (2007). An Organizational Stake holder Model of Change Implementation Communication, Communication Theory, 17, 176-204.
  • Lewis, L. K. (2011). Organizational Change: Creating Change Through Strategic Communication, West Sussex: Wiley-Blackwell.
  • Lewis, L. K. & Seibold, D. R. (1998). Reconceptualizing organizational change implementation as a communication problem: A review of literature and research agenda. Communication Yearbook, 21, 92–151.
  • Luthans, F. (1989). Organizational Behavior, Mc-Graw-Hill: New York.
  • Nutt, P.C. (2007). Examining the link Between Plan Evaluation and Implementation, Technological Forecasting & Social Change, 74, 1252–1271
  • Orlikowski, W. J. (1992). The Duality of Technology: Rethinking the Concept of Technology in Organizations, Organization Science, 3, 398-427.
  • Piderit, S. K. (2000). Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change, Academy of Management Review, 25, 783-794.
  • Rogers, E. M. (1962). Diffusion of Innovations, New York: The Free.
  • Ruben, B. D. (1978). Human Communication and Cross Cultural Effectiveness, International and Intercultural Communication Annual, 4, 95-105.
  • Ruben, B. D. (2000). Systems Theory and the Quality Approach to Organizations. In L. C. Lederman, W. D. Gibson (Eds.), Communication Theory: A Casebook Approach (s.173-201). Dubuque, IA: Kendell Hunt.
  • Ruben, B. D. (2009). Understanding, Planning and Leading Organizational Change: Coreconcepts and Strategies, Washington, DC: National Association of College and University Business Officers
  • Scott, W.R. (1998). Organizations: Rational, Natural, and Open Systems, Upper Saddle River, NJ: Prentice Hall.
  • Selznick, P. (1948). Foundations of the Theory of Organization. American Sociological Review, 13(1), 25–35.
  • Tenkasi, R. V., Chesmore, M.C. (2003). Social Networks and Planned Organizational Change: The Impact of Strong Network Ties on Effective Change Implementation Use, The Journal of Applied Behavioral Science, 3, 281-300.
  • Tromp, S. A., Ruben, B. D. (2004). Strategic Planning in Higher Education: A Guide for Leaders, Washington, DC: NACUBO.
  • Vitale, A. S. (2005). Innovation and Institutionalization: Factors in the Development of ‘‘Quality of Life’’ Policing in New York City, Policing & Society, 15, 99-124.
  • Weick, K. E., Quinn, R.E. (1999). Organizational Change and Development, Annual Review of Psychology, 50, 361-386.
  • Zorn, T. E., Page, D. J., Cheney, G. (2000). Nuts about Change: Multiple Perspectives on Change-oriented Communication in a Public Sector Organization. Management Communication Quarterly, 13, 515–566.

ÖRGÜTSEL DEĞİŞİMİN UYGULANMASI

Yıl 2020, Cilt 3, Sayı 2, 15 - 28, 28.07.2020

Öz

Sürekli değişim post-modern dönemin kaçınılmaz bir özelliğidir. Kurumların bu değişimin dışında kalarak hayatta kalmaları mümkün değildir. Bu değişimin dışında kalmak istemeyen kamu kurum ve özel sektör yöneticilerinin, kurumsal performansı, karlılığı, etkililiği, verimliliği, müşteri memnuniyetini ve kaliteyi artırma iddiasında olan bir dizi değişim modellerini uygulamaya geçtiğine şahit oluyoruz. Planlı örgütsel değişim çabalarının popülerliğine karşın, çoğu zaman uygulamada işler planlandığı gibi gitmemektedir. Değişim süreci tamamen başarısızlıkla sonuçlanabildiği gibi, kurum ve kişiler için istenmeyen sonuçlar da ortaya çıkabilmektedir. Uygulamada yaşanan başarısızlık oranlarının çok yüksek olduğu yapılan çalışmalarda ortaya konmuştur. Bu yüksek başarısızlık zaman ve moral kaybına, maddi zarara, hatta kurumun yok olmasına dahi neden olabilmektedir. Bu nedenle, örgütsel değişimi amaçlayan modellerin nasıl hayata geçirileceğine ilişkin farklı uygulama yaklaşımlarının ve uygulama aşamasında yaşanması muhtemel sorunların bilinmesi hayati önem arz etmektedir. Bu makalede, planlı örgütsel değişim kavramına, neden değişime ihtiyaç duyulduğuna, değişim sürecinin aşamalarına, değişim modellerinin farklı uygulama yaklaşımlarına ve uygulama aşamasının başarısını etkileyen temel faktörlere değinilecektir. Bu makalede sıralanan faktörleri anlamak ve değişimi buna göre yönetmek başarılı bir değişim süreci yaşanması olasılığını artıracaktır.

Kaynakça

  • Argyris, C., Schon, D. (1978). Organizational Learning, Reading, MA: Addison-Wesley.
  • Armenakis, A. A., Bedeian, A. G. (1999). Organizational Change: A Review of Theory and Research in the 1990’s, Journal of Management, 99, 293-315.
  • Beyer, J.M., Trice, H.M. (1982). The Utilization Process: A Conceptual Framework and Synthesis of Empirical Findings, Administration Science Quarterly, 27, 591-622.
  • Bovey, W. H., Hede, A. (2001). Resistance to Organizational Change: The Role of Defense Mechanisms, Journal of Managerial Psychology, 16, 534-548.
  • Cameron, K. S., Quinn, R. E. (1999). Diagnosing and Changing Organizational Culture, NJ: Upper Saddle River.
  • Cochran, J. K., Bromley, M. L., Swando, M. J. (2002). Sheriff’s Deputies’ Receptivity to Organizational Change, Policing, 25, 507-529.
  • Collins, D. (1998). Organizational Change: Sociological Perspectives, London: Routledge.
  • Conrad, C., Haynes, J. (2001). Development of Keyconstructs, (Eds.) M. Jablin, L. L. Putnam, The New Handbook of Organizational Communication (s. 47-77). Thousand Oaks, CA: Sage.
  • Covin, T. J., Kilmann, R. H. (1990). Participant Perceptions of Positive and Negative Influences on Large-scale Change, Group and Organization Studies, 15, 233-248.
  • Dawson, P. (2004). Managing Change, (Eds.) D. Tourish, O. Hargie, Key Issues in Organizational Communication (s. 60-73). New York: Routledge.
  • Dawson, P. (1994). Organizational Change: A processual Approach, London: PCP.
  • Demers, C. (2008). Organizational Change Theories: A Synthesis, Montreal: SAGE.
  • Dent, E. B., Goldberg, S. G. (1999). Challenging “Resistance to Change”, Journal of Applied Behavioral Science, 35, 25-41.
  • DiMaggio, P.J., Powell, W. (1983). The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields, American Sociological Review, 48, 147-160.
  • Eilam, G. & Shamir, B. (2005). Organizational Change and Self-concept Threats: A Theoretical Perspective and a Case Study, The Journal of Applied Behavioral Science, 41, 399-421.
  • Eisenberg, E. M., Goodall, H. L., Trethewey, A. (2006) Organizational Communication: Balancing Creativity and Constraint, 5th ed., New York: StMartin’s.
  • Gallivan, M. J. (2001). Meaning to Change: How Diverses Take Holders Interpret Organizational Communication About Change Initiatives, IEEE Transactions on Professional Communication, 44, 243-266.
  • Harris, L. C., Ogbonna, E. (2002). The Unintended Consequences of Culture Interventions: A Study of Unexpected Uutcomes, British Journal of Management, 13, 31-49.
  • Harvey, T. R. (1995). Checklist for Change: A Pragmatic Approach to Creating and Controlling Change, Lancaster, PA: Technomic.
  • Hultman, K. (1995). Scaling the Wall of Resistance. Training & Development, (October), s.15-22.
  • Jones, E., Watson, B., Gardner, J., Gallois, C. (2004). Organizationalcommunication: Challengesforthenewcentury. Journal of Communication, 54, 722- 750.
  • Klein, K. I., Sorra, J. S. (1996). The Challenge of Innovation Implementation, Academy of Management Review, 21, 1055-1080.
  • Kotter, J. P. (1990). A Force for Change: How Leadership Differs From Management, New York, NY: The Free.
  • Kotter, P. (1996). Leading the Change, Boston: Harvard Business School.
  • Kotter, J., Schlesinger, L. (1979). Choosing Strategies for Change, Harvard Business Review, 57, 106-114.
  • Lewin, K. (1947). Frontiers in Group Dynamics, Human Relations, 1, 5-41.
  • Lewis, L. K. (1999). Disseminating Information and Soliciting Input During Planned Organizational Change: Implementers’ Targets, Sources, and Channels for Communicating, Management Communication Quarterly, 13, 43–75.
  • Lewis, L. K. (2006). Employee Perspectives on Implementation Communication as Predictors of Perceptions of Success and Resistance, Western Journal of Communication, 70, 23-46.
  • Lewis, L. K. (2007). An Organizational Stake holder Model of Change Implementation Communication, Communication Theory, 17, 176-204.
  • Lewis, L. K. (2011). Organizational Change: Creating Change Through Strategic Communication, West Sussex: Wiley-Blackwell.
  • Lewis, L. K. & Seibold, D. R. (1998). Reconceptualizing organizational change implementation as a communication problem: A review of literature and research agenda. Communication Yearbook, 21, 92–151.
  • Luthans, F. (1989). Organizational Behavior, Mc-Graw-Hill: New York.
  • Nutt, P.C. (2007). Examining the link Between Plan Evaluation and Implementation, Technological Forecasting & Social Change, 74, 1252–1271
  • Orlikowski, W. J. (1992). The Duality of Technology: Rethinking the Concept of Technology in Organizations, Organization Science, 3, 398-427.
  • Piderit, S. K. (2000). Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change, Academy of Management Review, 25, 783-794.
  • Rogers, E. M. (1962). Diffusion of Innovations, New York: The Free.
  • Ruben, B. D. (1978). Human Communication and Cross Cultural Effectiveness, International and Intercultural Communication Annual, 4, 95-105.
  • Ruben, B. D. (2000). Systems Theory and the Quality Approach to Organizations. In L. C. Lederman, W. D. Gibson (Eds.), Communication Theory: A Casebook Approach (s.173-201). Dubuque, IA: Kendell Hunt.
  • Ruben, B. D. (2009). Understanding, Planning and Leading Organizational Change: Coreconcepts and Strategies, Washington, DC: National Association of College and University Business Officers
  • Scott, W.R. (1998). Organizations: Rational, Natural, and Open Systems, Upper Saddle River, NJ: Prentice Hall.
  • Selznick, P. (1948). Foundations of the Theory of Organization. American Sociological Review, 13(1), 25–35.
  • Tenkasi, R. V., Chesmore, M.C. (2003). Social Networks and Planned Organizational Change: The Impact of Strong Network Ties on Effective Change Implementation Use, The Journal of Applied Behavioral Science, 3, 281-300.
  • Tromp, S. A., Ruben, B. D. (2004). Strategic Planning in Higher Education: A Guide for Leaders, Washington, DC: NACUBO.
  • Vitale, A. S. (2005). Innovation and Institutionalization: Factors in the Development of ‘‘Quality of Life’’ Policing in New York City, Policing & Society, 15, 99-124.
  • Weick, K. E., Quinn, R.E. (1999). Organizational Change and Development, Annual Review of Psychology, 50, 361-386.
  • Zorn, T. E., Page, D. J., Cheney, G. (2000). Nuts about Change: Multiple Perspectives on Change-oriented Communication in a Public Sector Organization. Management Communication Quarterly, 13, 515–566.

Ayrıntılar

Birincil Dil Türkçe
Konular Beşeri Bilimler, Ortak Disiplinler
Bölüm Makaleler
Yazarlar

Yusuf YÜKSEL Bu kişi benim
Rutgers Üniversitesi
Andorra

Yayımlanma Tarihi 28 Temmuz 2020
Yayınlandığı Sayı Yıl 2020, Cilt 3, Sayı 2

Kaynak Göster

APA Yüksel, Y. (2020). ÖRGÜTSEL DEĞİŞİMİN UYGULANMASI . International Journal of Social Science , 3 (2) , 15-28 . Retrieved from https://dergipark.org.tr/tr/pub/injoss/issue/56160/773374