Managing Transitions by Managing the Informal Organization

  • H. Overholt


Managing organizational change is an exciting, challenging, frustrating and humbling experience. The most carefully developed plans soon bear little resemblance to the current operating reality as the exponential impact of the change occurs. Rapid growth, downsizing or merging seem to have lives of their own. Executive management often seems to become so overwhelmed trying to manage this change process that they deny the many reports of confusion and bewilderment within the organization. Their retreat simply exacerbates an already chaotic situation.


Organizational Change Organizational Behavior Change Plan Behavioral Goal Implementation Team 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Ambler, Aldonna R. and Miles H. Overholt, “Games Employees Play”, Commerce, (Summer, 1983) pp 26-27.Google Scholar
  2. Lotenschtein, Sergio, “Just-In-Time In MRP II Environment”, P & IM Review With APICS News, (February, 1986) pp 26-29, 52-54.Google Scholar
  3. Miller, James G., “Living Systems: The Organization”, Behavioral Science, Vol. 17 (January, 1972) pp 1–182.PubMedCrossRefGoogle Scholar
  4. Peters, Thomas J. and Robert H. Waterman, In Search of. Excellence, (New York: Harper and Row, 1982).Google Scholar
  5. Yasai-Ardekani, Masoud, “Effects of Environmental Scarcity and Munificence on the Relationship of Context to Organizational Structure”, Academy of Management Journal, Vol. 32, No. 1 (March 1989) pp 131–156.CrossRefGoogle Scholar

Copyright information

© Plenum Press, New York 1990

Authors and Affiliations

  • H. Overholt
    • 1
  1. 1.Applied Organizational Development, Inc.PalmyraUSA

Personalised recommendations