Gene Deszca, Tupper F. Cawsey, Cynthia A. Ingols

Organizational Change

An Action-Oriented Toolkit

• Broschiertes Buch

Produktbeschreibung

With a rapidly changing environment, aggressive competition, and ever-increasing customer demands, organizations must understand how to effectively adapt to challenges and find opportunities to successfully implement change. Bridging current theory with practical applications, Organizational Change combines conceptual models with concrete examples and useful exercises to dramatically improve the knowledge, skills, and abilities of students in creating effective change. You will learn to identify needs, communicate a powerful vision, and engage others in the process. This unique toolkit will provide you with practical insights and tools to implement, measure, and monitor sustainable change initiatives to guide organizations to desired outcomes.

Key Features

Takes a pragmatic, action-oriented approach: Frameworks are given to help you understand, plan, implement, and evaluate change.
Emphasizes the measurement of change: you will learn that measurement is crucial not only to determine the progress of change plans but also that measurement itself is a change tool.
Demonstrates principles and applications: Engaging, real-world examples, exercises, and cases illustrate theory and concepts.
Offers an integrating organizational change mode l: Each chapter is positioned in the organizational change model so you can see the connections between topics and chapters.

Produktdetails

• Verlag: Sage Publications
• 3rd Ed.
• Seitenzahl: 560
• Erscheinungstermin: 25. Januar 2016
• Englisch
• Abmessung: 255mm x 180mm x 19mm
• Gewicht: 862g
• ISBN-13: 9781483359304
• ISBN-10: 1483359301
• Artikelnr.: 41762241

Inhaltsangabe

Chapter 1: Changing Organizations in Our Complex World
Defining Organizational Change
The Orientation of This Book
Environmental Forces Driving Change Today
The Implications of Worldwide Trends for Change Management
Organization Change Roles
The Requirements for Becoming a Successful Change Leader
Summary
Chapter 2: Frameworks for Leading the Process of Organizational Change
Differentiating How to Change From What to Change
The Processes of Organizational Change
Application of the Change Path Model
Summary
Chapter 3: Frameworks for Diagnosing Organizations
Open Systems Approach to Organizational Analysis
The Nadler and Tushman Congruence Model
Sterman's Systems Dynamics Model
Quinn's Competing Values Model
Greiner's Model of Organizational Growth
Stacey's Complexity Theory
Summary
Chapter 4: Building and Energizing the Need for Change
Understanding the Need for Change
Assessing the Readiness for Change
Developing a Powerful Vision for Change
The Difference Between an Organizational Vision and a Change Vision
Summary
Chapter 5: Navigating Change Through Formal Structures and Systems
Making Sense of Formal Structures and Systems
Impact of Uncertainty and Complexity on Formal Structures and Systems
Using Structures and Systems to Influence the Approval and Implementation of Change
Developing Adaptive Systems and Structures
Summary
Chapter 6: Navigating Organizational Politics & Culture
Power Dynamics in Organizations
Organization Culture & Change
Understanding the Perceptions of Change
Summary
Chapter 7: Managing Recipients of Change and Influencing Internal Stakeholders
Stakeholders Respond Variably to Change Initiatives
Responding to Various Feelings in Stakeholders
Make the Change of the Psychological Contract Explicit and Transparent
Integrity is One Antidote to Skepticism and Cynicism
Avoiding Coercion but Pushing Hard: The Sweet Spot?
Creating Consistent Signals From Systems and Processes
Steps to Minimize the Negative Effects of Change
Make Continuous Improvement the Norm
Encourage People to Be Change Agents and Avoid the Recipient Trap
Summary
Chapter 8: Becoming a Master Change Agent
Factors That Influence Change Agent Success
Developing Into a Change Leader
Developmental Stages of Change Leaders
Internal and External Consultants: Specialized, Paid Change Agents
Summary
Chapter 9: Action Planning and Implementation
Without a "Do It" Orientation, Things Won't Happen
Prelude to Action: Selecting the Correct Path
Plan the Work
Action Planning Tools
Working the Plan Ethically and Adaptively
Transition Management
Summary
Chapter 10: Measuring Change
Using Control Processes to Facilitate Change
Selecting and Deploying Measures
Control Systems and Change Management
Other Measurement Tools
Summary
Chapter 11: Summary Thoughts on Organizational Change
Putting The Change Path Model into Practice
Future Organizations and Their Impact
Becoming an Organizational Change Agent: Specialists & Generalists
Paradoxes in Organization Change
Orienting Yourself to Organization Change
Summary

Rezensionen

"This is the most comprehensive and thorough teaching resource on the challenges of organizational change that I have used in my classes." Jeff Zimmerman, Ph.D., Assistant Professor of Organizational Leadership