CHAPTER 12
Helping Organizations
Change
Coping with Downsizing,
Mergers, Reengineering,
and Reorganizations
David M. Noer
Those of us attempting to understand and practice leadership, organizational psychology, and management today find ourselves the
victims of an ancient Oriental curse: we are really “living in interesting times!” What is taking place is that we are experiencing firsthand the fundamental change in worldview that Kuhn (1980)
described as a paradigm shift. It is a basic and irrevocable shift in
the way people connect with their jobs, and it strikes right to the
heart of our theory and practice. What has been called the new paradigm or the new employment contract, or may be more plainly described as the new reality, makes us uneasy at best and at times
troubles us deeply. This is because many of our core beliefs and
values concerning such things as loyalty, motivation, and commitment were shaped in the old reality and require some reshaping
in order to be relevant in the new world. As our beliefs have been
reshaped, we have come to understand that four concepts are important to the researcher and practitioner alike:Helping Organizations
Change
Coping with Downsizing,
Mergers, Reengineering,
and Reorganizations
David M. Noer
| • | Motivation and commitment are not irrevocably bound to lifetime employment, organizational loyalty, and fitting in. |
-275-
Questia, a part of Gale, Cengage Learning. www.questia.com
Publication information:
Book title: Evolving Practices in Human Resource Management: Responses to a Changing World of Work.
Contributors: Allen I. Kraut - Editor, Abraham K. Korman - Editor.
Publisher: Jossey-Bass.
Place of publication: San Francisco.
Publication year: 1999.
Page number: 275.
This material is protected by copyright and, with the exception of fair use, may not be further copied, distributed or transmitted in any form or by any means.
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