The environment of modern organizations is so complex and volatile that we take for granted that organizational change is necessary for organizational survival. Yet the literature on organizations has for years described manifold obstacles to such change. First published in 1971, this book extracts from that literature and from experience a comprehensive yet concise overview of those barriers. Because these elements of the analysis are as valid now as when they were originally written, The Limits of Organizational Change is still widely read and cited nearly a quarter-century later.

Suitable for professionals and scholars in forestry, public administration, and organizational behavior who are interested in the administration of public lands and how the top managers of a large, dispersed organization with multiple objectives like the Forest Service shape the behavior of its field officers into a coherent, unified program.

It is the rare book that remains in print for nearly fifty years, earning wide acclaim as a classic. The Forest Ranger has been essential reading for generations of professionals and scholars in forestry, public administration, and organizational behavior who are interested in the administration of public lands and how the top managers of a large, dispersed organization with multiple objectives like the Forest Service shape the behavior of its field officers into a coherent, unified program. Published as a special reprint in conjunction with the 100th anniversary of the U.S. Forest Service,...

In this book the author follows the implications of many ideas about organizations to which students of the subject generally subscribe, and has come to conclusions about the characteristics of the world of organizations that are not common currency. Presenting his findings as hypotheses he gives a characterization of existing knowledge and doctrine, has identified where his positions are controversial and indicated where contrary arguments may be found.

Most of the people who keep tabs on the workings of the federal government, no matter what the reasons for their interest, seem to take for granted the power and autonomy of the chiefs of the bureaus that make up the executive branch. Because so much is taken for granted, there have not been many studies of what the chiefs actually do day by day. Of all the participants in the governmental process who wield--or are thought to wield--great influence, bureau chiefs are among the least examined.Believing that he could narrow this gap in the materials on the federal government somewhat, Herbert...