Toolkit for organizational change:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Los Angeles, Calif. [u.a.]
SAGE Publ.
2007
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XV, 429 S. graph. Darst. |
| ISBN: | 1412941067 9781412941068 |
Internformat
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Datensatz im Suchindex
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| adam_text | Brief Contents and
Chapter Summaries
Preface xiii
Acknowledgments xv
Chapter 1: Organizational Change in Our Complex World 1
Chapter 1 sets out the orientation of this book: to assist change managers or
potential change managers to be more effective in making change. Organizational
change is defined as planned alteration of organizational components to improve
the effectiveness of organizations. The chapter outlines the social, demographic,
technological, political, and economic forces affecting change today and discusses
four types of organizational change: tuning, adapting, reorienting, and re-creating.
It concludes with a description of key change roles found in organizations, the dif¬
ficulties in creating successful change, and the characteristics of successful change
leaders.
Chapter 2: Change Frameworks for Organizational
Diagnosis: How to Change 33
Chapter 2 differentiates between HOW to create organizational change (the
process) and WHAT should be changed (the content) but focuses on HOW to
change. The chapter begins with Lewin s classic Unfreeze-Change-Refreeze model,
and then describes a modified version of Beckhard s and Harris s change manage¬
ment process. The model asks the following questions: (1) What is our initial analy¬
sis of the organization? (2) Why change? (3) What is the gap between the existing
and desired states? (4) What plans need to be implemented to close this gap and
manage during the transition? and (5) How do we measure and control the change
process? These models will help change leaders articulate their implicit assumptions
about the ways organizations work and how to change their organization.
Chapter 3: Change Frameworks for Organizational
Diagnosis: What to Change 53
Chapter 3 deals with WHAT needs to change and how we can develop our skills
at organizational diagnosis. The chapter outlines six models, three to provide
organizational frameworks and three to assist change agents to think about the
complex, nonlinear, interactive, multilevel, and time-dependent nature of organi¬
zations. It considers the usefulness of each model and the circumstances under
which it might be useful. It explains why we use the Nadler and Tushman model as
the overarching framework in this book.
Chapter 4: Understanding and Building
the Need for Change 91
Chapter 4 asks the question Why change? and develops a framework for
understanding the need for change. It describes what makes organizations ready for
change and provides a questionnaire to rate an organization s readiness for change.
It outlines how change leaders can create an awareness for change and concludes by
outlining the importance of the change vision and how change leaders can create a
meaningful vision that energizes and focuses action.
Case Study 1: Northwell Inc. 131
Chapter 5: Organizational Structures
and Systems and Change 139
Chapter 5 examines how formal organizational structures and systems can fos¬
ter or impair change initiatives. It considers the role of systems and structures in
obtaining approval for change initiatives, in gaining acceptance of the change, and
in creating more adaptive systems and structures.
Chapter 6: The Emergent or Informal Organization:
Resistance to Change, Force Field Analysis,
and Stakeholder Analysis 173
Chapter 6 addresses the importance of change agent s understanding the sources
of support for and resistance to change and the sources of power. The chapter
introduces Force Field Analysis and Stakeholder Analysis as two key tools in devel¬
oping a better understanding of the informal organizational system and how to
work with it and change it.
Chapter 7: The Recipients of Change:
Those on the Receiving End 205
Chapter 7 explores the ways in which people respond to change, from eager
acceptance to resistance. It introduces the notion of ambivalent feelings toward the
change and how mixed feelings can be used by change leaders to influence attitudes
toward the change. The chapter includes a discussion of the psychological contract
between the organization and the employees and how this contract affects change.
Chapter 7 concludes by asking change leaders to consider how to minimize the neg¬
ative effects of change, in part by making change the norm and by encouraging
recipients to become change leaders or change implementers themselves.
Chapter 8: Change Agent Types and Effectiveness 243
Chapter 8 discusses the characteristics of successful change agents. The chapter
describes four change agent types: the emotional champion, the intuitive adapter,
the developmental strategist, and the continuous improver. Finally, the chapter
considers two situational factors for change agents: whether they are internal or
external change agents, and the nature of the change team.
Case Study 2: Jessica Casserra s Task Force: Hospital
Integration in the Region of Erie 275
Chapter 9: Action Planning, Aligning, and Implementing
Change: Do It —The Imperative of Action 283
Chapter 9 emphasizes that change leaders need to take action and learn from the
results. Change initiators have a do it attitude. Action planning involves making
the right decisions, planning the work, organizing the team, and working the plan.
Action planning deals with encouraging people to move from initial awareness of
the change, to being interested, to desiring the change, and finally to taking action
(AIDA). Change agents learn to specify who does what, when, and how to make
change happen. Responsibility charts are key tools in successful action planning. The
chapter concludes by addressing how successful change managers build a change
team, develop detailed communications plans, and manage the change transition.
Chapter 10: Measuring Change: Designing
Effective Control Systems 321
Chapter 10 addresses measurement of change and how measurement systems
can facilitate or hinder change management. It describes four types of control sys¬
tems: diagnostic/steering controls, belief systems, boundary systems, and interac¬
tive controls. Finally, four measurement tools are presented that can assist change
agents: strategy maps, the balanced scorecard, the risk exposure calculator, and the
Duration, Integrity, Commitment, and Effort (DICE) model.
Case Study 3: Oshawa Industries 350
Chapter 11: Summary Thoughts on Organizational Change 367
This chapter presents an expanded summary model of organizational change
and applies the model to a case situation. It outlines our thoughts on the future of
organizational change and organizational change agents. The chapter ends with
questions on how to orient yourself to organizational change and what questions
change agents need to ask as they manage the process.
Case Study 4: Self-Managed Work Teams at South Australian
Ambulance Service 389
Index 417
About the Authors 429
Detailed Contents
Preface xiii
Acknowledgments xv
Chapter 1: Organizational Change in Our Complex World 1
What Is Organizational Change? 2
The Orientation of This Book 6
Organizational Change Roles 7
What Is Driving Change Today? 10
What Are the Implications for Change
Management of Worldwide Trends? 15
What Is Required to Be a Successful Change Leader? 21
The Outline of This Book 24
Summary 24
Glossary of Terms 25
End-of-Chapter Exercises 27
Chapter 2: Change Frameworks for Organizational
Diagnosis: How to Change 33
Can We Differentiate How to Change From What to Change? 36
How to Change 39
Summary 48
Glossary of Terms 50
End-of-Chapter Exercises 51
Chapter 3: Change Frameworks for Organizational
Diagnosis: What to Change 53
Negative Union Reaction to Air Canada s New Uniforms 56
How Do We Analyze Organizations? 57
How Can We View Organizational Systems as
Dynamic Models? 72
How Can We Focus on the Different Levels
of Organizational Systems? 75
How Do We Think of Organizational Change Over Time? 78
How Do We Capture the Complexity of
Organizational Analysis? 80
Summary 83
Glossary of Terms 84
End-of-Chapter Exercises 85
Chapter 4: Understanding and Building
the Need for Change 91
How Do We Develop Our Understanding of the
Need for Change? 95
Is Your Organization Ready for Change? 101
What Is the Difference Between an Organizational
Vision and a Change Vision? 115
Summary 118
Glossary of Terms 119
Appendix 1: A Checklist for Change 120
Example Vision and Mission Statements 121
End-of-Chapter Exercises 125
Case Study 1: Northwell Inc. 131
Chapter 5: Organizational Structures
and Systems and Change 139
How Can We Document Existing
Structures and Systems? 141
How Can We Make Sense of
Organizational Structures and Systems? 144
How Do We Use Systems and Structures in
Obtaining Approval of a Change Project? 152
How Can We Use Structures and Systems
to Facilitate the Acceptance of Change? 161
How Can We Develop More Adaptive
Systems and Structures? 164
Summary 165
Glossary of Terms 166
End-of-Chapter Exercises 167
Chapter 6: The Emergent or Informal Organization:
Resistance to Change, Force Field Analysis,
and Stakeholder Analysis 173
How Can We Understand Resistance to Change? 174
What Are the Power Dynamics in Organizations? 179
How Can We Change Organizations, One Person at a Time? 183
How Can We View the Organization as a System in Balance? 186
How Do We Manage Stakeholders? 194
Summary 195
Glossary of Terms 196
End-of-Chapter Exercises 197
Chapter 7: The Recipients of Change: Those
on the Receiving End 205
How Do People Respond to Change Initiatives? 206
What Are the Consequences of Positive
Feelings in Recipients? 210
How Do Ambivalent Feelings Affect
Recipients Responses? 210
Why Do Negative Reactions to Change Occur? 212
How Does Change Affect the Psychological Contract? 214
How Does Personality Influence the
Reactions of Recipients? 218
What Is the Effect of Prior Experience With Change? 219
What Influence Do Coworkers and Teammates
Have on Change Recipients? 220
Summary 230
Glossary of Terms 231
End-of-Chapter Exercises 232
Chapter 8: Change Agent Types and Effectiveness 243
What Factors Influence Change Agent Success? 247
What Are the Characteristics of Successful Change Leaders? 248
How Do We Become a Change Agent? 250
What Types of Change Leaders Exist? 252
What Are the Differences Between Internal
and External Change Agents? 257
Rules of Thumb for Change Agents 261
Summary 263
Glossary of Terms 264
End-of-Chapter Exercises 265
Case Study 2: Jessica Casserra s Task Force:
Hospital Integration in the Region of Erie 275
Chapter 9: Action Planning, Aligning, and Implementing
Change: Do It —The Imperative of Action 283
Why Does This Book Adopt a Do It Orientation? 285
How Can We Focus on What Needs to Happen? 287
How Do We Plan the Work? 288
What Are Other Management Tools? 301
How Can We Work the Plan? 304
Key Principles in Communicating for Change 309
Summary 312
Glossary of Terms 313
Appendix 7: A Comparison of Four Models of Change 314
Appendix 2: Rigby s List of the Best Tools for the Job 315
End-of-Chapter Exercises 316
Chapter 10: Measuring Change: Designing
Effective Control Systems 321
How Can Control Processes Facilitate Change? 324
What Types of Control Systems Exist? 328
Summary 340
Glossary of Terms 341
End-of-Chapter Exercises 343
Case Study 3: Oshawa Industries 350
Chapter 11: Summary Thoughts on Organizational Change 367
What Is Our Summary Model of How to Change? 368
How Will Future Organizations Affect
Organizational Change? 374
How Do You Become an Organizational Change Agent? 378
Paradoxes in Organizational Change 380
How Should You Be Oriented to Organizational Change? 381
What Are the Critical Questions? 382
Appendix V. A Summary Checklist for Change 384
End-of-Chapter Exercises 385
Case Study 4: Self-Managed Work Teams
at South Australian Ambulance Service 389
Index 417
About the Authors 429
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| spellingShingle | Cawson, Tupper F. Deszca, Gene Toolkit for organizational change Organizational change Organisationswandel (DE-588)4075693-2 gnd Unternehmen (DE-588)4061963-1 gnd |
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| title | Toolkit for organizational change |
| title_auth | Toolkit for organizational change |
| title_exact_search | Toolkit for organizational change |
| title_full | Toolkit for organizational change Tupper Cawsey ; Gene Deszca |
| title_fullStr | Toolkit for organizational change Tupper Cawsey ; Gene Deszca |
| title_full_unstemmed | Toolkit for organizational change Tupper Cawsey ; Gene Deszca |
| title_short | Toolkit for organizational change |
| title_sort | toolkit for organizational change |
| topic | Organizational change Organisationswandel (DE-588)4075693-2 gnd Unternehmen (DE-588)4061963-1 gnd |
| topic_facet | Organizational change Organisationswandel Unternehmen |
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