Helen Campbell

Managing Organizational Change

A Practical Toolkit for Leaders

• Broschiertes Buch

Produktbeschreibung

A critical area of competitive advantage is the ability of organizations to lead rather than follow changes in the market. This means having the ability to roll out the right changes quickly and reliably in a way that delivers a return on investment. Managing Organizational Change brings together all the different roles and functions within an organization that a leader has to manage effectively to ensure successful and sustainable organizational change. Centred around the Cycle of Change Model, it provides a practical yet reflective overview of the four things you have to have (culture, capacity, commitment and capability) and the six things you have to do (direct, drive, deliver, prepare, propagate and profit). It explains which type of resources you need in order to achieve long term change, which tasks, roles and activities need to be in place and crucially, how to lead during a time of great unease. Managing Organizational Change will help you deliver better outcomes, reflect on what your organization needs to do better and ensure change is embedded throughout your organization. Online supporting resources for this book include downloadable appendices to supplement several chapters.

---

Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.

Produktdetails

• Verlag: Kogan Page
• Seitenzahl: 304
• Erscheinungstermin: 1. Mai 2014
• Englisch
• Abmessung: 234mm x 156mm x 16mm
• Gewicht: 465g
• ISBN-13: 9780749470838
• ISBN-10: 0749470836
• Artikelnr.: 40053212

Autorenporträt

Helen came to writing and illustrating children's stories when she retired and absolutely loves it. Covid lockdown gave her the time and opportunity to explore this newfound love and the first Angry Albert Alligator book was written closely followed by this one. She recounts that her head is brimming over with stories and just hopes that they all get the chance to be published and above all, she hopes children and their mums and dads, grandmas and grandpas, and all the families all over the world, enjoy her work.

Inhaltsangabe

Introduction: Dear Reader
1 It's not working!
The project team and the business don't get on
Poor change disrupts the business
Poor return on investment
2 The cycle of change
3.1 Culture to change
Assess your culture
Internal cultural forces
Culture traps
Culture tips
3.2 Capacity to change
People
Time
Money
Equipment and physical resources
Resource strategy
Capacity traps
Capacity ideas
3.3 Commitment to change
Commitment traps
Commitment tips
3.4 Capability to change
Organizational change skills
Change capability and competitive advantage
Capability strategy
Capability traps
Capability tips
4.1 Direct the change
Where are we going?
Why are we going there and why now?
How will we get there?
Direct traps
Direct tips
4.2 Drive the change
The driver
Driving skills and attributes
Drive traps
Drive ideas
4.3 Deliver the change
Project programme and portfolio management
Project manager
Project team
Delivery governance
Deliver traps
Deliver ideas
4.4 Prepare for the change
Preparing your people
Preparing your environment
Change management
Change manager
Prepare traps
Prepare ideas
4.5 Propagate the change
Making new behaviours stick
Measuring whether the change has stuck
Propagate traps
Top 10 ideas for propagating change
4.6 Profit from the change
Benefits
Predicting success
Managing benefits
Benefits management process
Profit traps
Profit ideas
5 What next
Appendix 1: Cycle of Change Model mapped to Kotter's eight steps
Appendix 2: Cultural assessment
Appendix 3: Capacity assessment
Appendix 4: Commitment assessment
Appendix 5: Capability assessment
Appendix 6: Direct elevator pitch
Appendix 7: Drive-driver checklist
Appendix 8: Delivery governance maturity assessment
Appendix 9: Prepare impact assessment and change strategy
Appendix 10: Propagate planning
Appendix 11: Profit planning
Notes
References
Index