The effective change manager's handbook :: essential guidance to the change management body of knowledge /
The change management profession is no longer in its infancy. Readily identifiable in organizations and in business literature it is no longer reliant on parent disciplines such as organizational development or project management. Change management is itself in a state of change and growth - the num...
Gespeichert in:
| Weitere Verfasser: | , , , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
London :
Kogan Page,
2014.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | The change management profession is no longer in its infancy. Readily identifiable in organizations and in business literature it is no longer reliant on parent disciplines such as organizational development or project management. Change management is itself in a state of change and growth - the number of jobs is increasing and organizations are actively seeking to build their change management capability. The Effective Change Manager's Handbook, the official guide to the CMI Body of Knowledge, is explicitly designed to help practitioners, employers and academics define and practice change management successfully and to develop change management maturity within their organization. A single-volume learning resource covering the range of underpinning knowledge required, it includes chapters from esteemed and established thought leaders on topics ranging from benefits management, stakeholder strategy, facilitation, change readiness, project management and education and learning support. Covering the whole process from planning to implementation, it offers practical tools, techniques and models to effectively support any change initiative. |
| Beschreibung: | 1 online resource (xxx, 602 pages) : illustrations |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9780749473082 0749473088 9781523103836 1523103833 |
Internformat
MARC
| LEADER | 00000cam a2200000 a 4500 | ||
|---|---|---|---|
| 001 | ZDB-4-EBU-ocn894171051 | ||
| 003 | OCoLC | ||
| 005 | 20241004212047.0 | ||
| 006 | m o d | ||
| 007 | cr cnu---unuuu | ||
| 008 | 141101s2014 enka ob 001 0 eng d | ||
| 040 | |a EBLCP |b eng |e pn |c EBLCP |d N$T |d CDX |d YDXCP |d UMI |d N$T |d WAU |d DEBSZ |d OCLCQ |d OCLCO |d OCLCF |d OCLCO |d E7B |d B24X7 |d COO |d KMM |d OCLCO |d OCLCQ |d OCLCO |d KNOVL |d OCLCQ |d TEFOD |d Z5A |d OTZ |d NLE |d OCLCQ |d UKMGB |d OCLCQ |d UKUAL |d KOGAN |d OCLCO |d OCLCQ |d OCLCO | ||
| 016 | 7 | |a 016979312 |2 Uk | |
| 019 | |a 895288444 |a 896850912 |a 988806471 |a 994914334 |a 995778051 | ||
| 020 | |a 9780749473082 |q (electronic bk.) | ||
| 020 | |a 0749473088 |q (electronic bk.) | ||
| 020 | |a 9781523103836 |q (electronic bk.) | ||
| 020 | |a 1523103833 |q (electronic bk.) | ||
| 020 | |z 9780749473075 | ||
| 020 | |z 074947307X | ||
| 035 | |a (OCoLC)894171051 |z (OCoLC)895288444 |z (OCoLC)896850912 |z (OCoLC)988806471 |z (OCoLC)994914334 |z (OCoLC)995778051 | ||
| 037 | |a CL0500000502 |b Safari Books Online | ||
| 037 | |a 5CD9E626-990E-47BF-B4EF-146EB286398A |b OverDrive, Inc. |n http://www.overdrive.com | ||
| 050 | 4 | |a HD58.8 | |
| 072 | 7 | |a BUS |x 082000 |2 bisacsh | |
| 072 | 7 | |a BUS |x 041000 |2 bisacsh | |
| 072 | 7 | |a BUS |x 042000 |2 bisacsh | |
| 072 | 7 | |a BUS |x 085000 |2 bisacsh | |
| 082 | 7 | |a 658.406 |2 23 | |
| 049 | |a MAIN | ||
| 245 | 0 | 4 | |a The effective change manager's handbook : |b essential guidance to the change management body of knowledge / |c edited by Richard Smith, David King, Ranjit Sidhu and Dan Skelsey. |
| 260 | |a London : |b Kogan Page, |c 2014. | ||
| 300 | |a 1 online resource (xxx, 602 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 588 | 0 | |a Print version of record. | |
| 520 | |a The change management profession is no longer in its infancy. Readily identifiable in organizations and in business literature it is no longer reliant on parent disciplines such as organizational development or project management. Change management is itself in a state of change and growth - the number of jobs is increasing and organizations are actively seeking to build their change management capability. The Effective Change Manager's Handbook, the official guide to the CMI Body of Knowledge, is explicitly designed to help practitioners, employers and academics define and practice change management successfully and to develop change management maturity within their organization. A single-volume learning resource covering the range of underpinning knowledge required, it includes chapters from esteemed and established thought leaders on topics ranging from benefits management, stakeholder strategy, facilitation, change readiness, project management and education and learning support. Covering the whole process from planning to implementation, it offers practical tools, techniques and models to effectively support any change initiative. | ||
| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | |a 01. A change management perspective -- 02. Defining change -- 03. Managing benefits -- 04. Stakeholder strategy -- 05. Communication and engagement -- 06. Change impact -- 07. Change readiness, planning and measurement -- 08. Project management -- 09. Education and learning support -- 10. Facilitation -- 11. Sustaining change -- 12. Personal and professional management -- 13. Organizational considerations. | |
| 505 | 0 | 0 | |g 01. |t A change management perspective -- |g Section A. |t Why change management matters -- |g 1. |t Organizations' experiences of change -- |g 2. |t Factors contributing to success in change management -- |g 3. |t Preparing the organization and seeing it through -- |g Section B. |t Change and the individual -- |g 1. |t The impact of the 'change curve' -- |g 2. |t Starting with 'endings' -- |g 3. |t Why people embrace or resist change -- motivation -- |g 4. |t Why people embrace or resist change -- individual differences -- |g 5. |t Why people embrace or resist change -- some findings from neuroscience -- |g 6. |t A word about resistance to change -- |g Section C. |t Change and the organization -- |g 1. |t How we think about organizations -- |g 2. |t Models of the change process -- |g 3. |t Types of organization change -- |g 4. |t Factors that help/hinder change -- |g Section D. |t Key roles in organizational change -- |g 1. |t Lifecycle of a successful change -- |g 2. |t What makes a good sponsor? -- |g 3. |t What makes a good change agent? -- |g 4. |t Change management and job titles -- |g 5. |t The key role of line management -- |g 6. |t Team structures and change -- |g Section E. |t Organizational culture and change -- |g 1. |t What we mean by 'organizational culture' -- |g 2. |t Key dimensions of culture -- |g 3. |t Relating 'culture' to types of change -- |g 4. |t Leadership and culture -- |g Section F. |t Emergent change -- |g 1. |t The roots of 'emergent change' -- |g 2. |t Change situations that require an emergent approach -- |g 3. |t Defining and moving towards a 'future state' -- |g 02. |t Defining change -- |g Section A. |t Aligning change with strategy -- |g 1. |t Background to strategy development -- |g 2. |t The far environment -- |g 3. |t The near environment -- |g 4. |t Business modelling -- |g 5. |t Strategic delivery processes -- |g 6. |t Strategy and change -- |g Section B. |t Drivers of change -- |g 1. |t The strategic context -- |g 2. |t Change analysis -- |g 3. |t Strategic change plan -- |g 4. |t Systems approach to change -- |g 5. |t Monitoring the external environment -- |g 6. |t Initial stakeholder engagement -- |g Section C. |t Developing vision -- |g 1. |t Viewpoints and perspectives of change -- |g 2. |t Developing a vision for change -- |g 3. |t Understanding and validating the vision. |
| 505 | 0 | 0 | |g Section D. |t Change definition -- |g 1. |t Conceptual models of the future state -- |g 2. |t Change requirements -- capability analysis -- |g 3. |t Assessing the impact of change -- |g 4. |t Problems and concerns arising from change -- |g 03. |t Managing benefits -- |g Section A. |t Benefits management principles and processes -- |g 1. |t Benefits management processes -- |g 2. |t Benefits management principles -- |g Section B. |t Benefits identification, mapping and analysis -- |g 1. |t Benefits identification -- |g 2. |t Quantifying benefits -- |g 3. |t Completing the benefit profile -- |g 4. |t Benefits and the business case -- |g Section C. |t Planning benefits realization -- |g 1. |t Financial analysis -- |g 2. |t Benefits validation -- |g 3. |t Benefits prioritization -- |g 4. |t Baselining -- |g 5. |t Assessing change readiness -- |g 6. |t Identifying threats to benefits optimization -- |g 7. |t The benefits realization plan -- |g 8. |t The role of the change manager with regard to benefits management -- |g Section D. |t Supporting benefits realization -- |g 1. |t Transition management -- |g 2. |t Measuring and reporting on benefits realization -- |g 3. |t Identifying when intervention action is required -- |g 04. |t Stakeholder strategy -- |g Section A. |t Identifying and segmenting stakeholders -- |g 1. |t Identifying stakeholders -- |g 2. |t Segmenting stakeholders -- |g 3. |t Scoping engagement -- |g Section B. |t Stakeholder mapping and strategy -- |g 1. |t Stakeholder characteristics -- |g 2. |t Stakeholder interests -- |g 3. |t Power mapping -- |g 4. |t Attitude to the change/to you -- |g 5. |t Wins and losses -- |g 6. |t Readiness and resistance -- |g 7. |t Measuring ability -- |g 8. |t Profiling stakeholders -- |g 9. |t Personas and empathy maps -- |g 10. |t Stakeholder radar -- |g 11. |t Mapping in two dimensions -- |g 12. |t Determining engagement roles and responsibilities -- |g 13. |t Stakeholder strategy document -- |g Section C. |t Managing relationships and mobilizing stakeholders -- |g 1. |t Influencing strategies -- |g 2. |t Listening as a means of mobilization -- |g 3. |t The power of empathy and the other-perspective -- |g 4. |t Inertia and disconfirmation -- |g 5. |t Conversation in mobilization -- |g 6. |t Lead with meaning and emotion -- |g 7. |t Resistance to change as a key focus -- |g 8. |t Collaboration -- |g 9. |t Influencing through demonstration. |
| 505 | 0 | 0 | |g 05. |t Communication and engagement -- |g Section A. |t Theory of effective communicating -- |g 1. |t Basics of communication theory -- |g 2. |t Cognitive biases -- the human dimension in communication -- |g 3. |t The need for feedback mechanisms -- |g 4. |t Interpersonal and mass communication -- |g 5. |t One-way versus two-way communication approaches -- |g 6. |t Role of communication to achieve engagement -- |g Section B. |t Communicating change -- |g 1. |t The emotional impact of change -- |g 2. |t Maintaining a people-focused approach to communication -- |g 3. |t Barriers to effective communication -- |g 4. |t Improving communication effectiveness -- |g 5. |t Encouraging engagement by appealing to hearts and minds -- |g Section C. |t Communication channels -- |g 1. |t Lean and rich communication channels -- |g 2. |t Three of the most essential channels -- |g 3. |t Fostering collaboration -- |g Section D. |t Communication planning -- |g 1. |t Developing a communication strategy for change -- |g 2. |t Developing the communication plan (when and how we will make it happen) -- |g Section E. |t Monitoring and evaluating communication effectiveness -- |g 1. |t Deciding what to measure -- |g 2. |t Capturing data -- |g 3. |t Monitoring and evaluating data -- |g 4. |t Reporting results and improving engagement -- |g 06. |t Change impact -- |g Section A. |t Assessing the impact of change -- |g 1. |t Identifying change impacts -- |g 2. |t Change severity assessment -- |g Section B. |t Assessing and managing the risks of change -- |g 1. |t Organizational risk management -- |g 2. |t Change risk register -- |g 3. |t Risk analysis -- |g 4. |t Mitigating actions -- |g 5. |t Communicating change risks -- |g Section C. |t Business continuity and contingency during change -- |g 1. |t Business continuity planning -- |g 2. |t BCP and the change process -- |g 07. |t Change readiness, planning and measurement -- |g Section A. |t Building individual motivation to change -- |g 1. |t Why work with individuals during change? -- |g 2. |t Expectancy theory and change -- |g 3. |t Increasing motivation for change -- |g 4. |t How to work with individuals in large changes -- |g Section B. |t Building organizational readiness for change -- |g 1. |t Factors that influence readiness for change and how to assess them -- |g 2. |t Laying the foundations for a successful change -- |g 3. |t Developing a change management plan -- |g Section C. |t Preparing for resistance -- |g 1. |t The 'psychological contract' -- |g 2. |t Common causes of resistance -- |g 3. |t Identifying likely areas of resistance -- |g 4. |t Types of resistance and symptoms to look out for -- |g 5. |t Common considerations for building a strategy to manage resistance -- |g 6. |t Supporting managers and supervisors -- |g 7. |t Building and sustaining momentum. |
| 505 | 0 | 0 | |g Section D. |t Measuring change effectiveness -- |g 1. |t Measures of engagement -- |g 2. |t Methods of capturing information -- |g 3. |t Presenting data on employee engagement -- |g 08. |t Project management -- |g Section A. |t Change within project governance structures -- |g 1. |t Understanding the project environment -- |g 2. |t Project management tools -- |g 3. |t Identifying key roles and owners -- |g Section B. |t Establishing a project -- |g 1. |t Project set-up phase -- |g 2. |t Establishing the project team -- |g 3. |t Establishing the change management workstream -- |g Section C. |t Delivering a project -- |g 1. |t Definition phase -- |g 2. |t Implementation phase -- |g 3. |t Change management delivery -- |g Section D. |t Project completion and transition -- |g 1. |t Project completion -- |g 2. |t Business ownership of change -- |g 3. |t Transition to business as usual -- |g 09. |t Education and learning support -- |g Section A. |t Learning theory and skills development -- |g 1. |t The roots of learning theory -- |g 2. |t Learning and effective instruction -- |g 3. |t Learning and the individual learner -- |g 4. |t The learning process, performance and pressure -- |g 5. |t Attitudes -- beyond skills and knowledge -- |g Section B. |t Identifying and meeting learning needs -- |g 1. |t Identifying and analysing the needs (KSAs) -- |g 2. |t Job analysis -- |g 3. |t Training planning (with L & D -- collaboration is ideal) -- |g 4. |t Learning design and channels -- |g 5. |t Evaluating learning -- |g Section C. |t Behavioural change and coaching -- |g 1. |t Active listening in coaching and change -- |g 2. |t The role of feedback in behavioural change -- |g 3. |t Understanding coaching -- |g 4. |t Coaching and the change manager -- |g 10. |t Facilitation -- |g Section A. |t The role of the facilitator and the skills required -- |g 1. |t The role of the facilitator -- |g 2. |t Techniques of questioning -- |g Section B. |t Preparing a group process -- |g 1. |t Factors to be considered -- |g 2. |t Purpose -- setting objectives -- |g 3. |t Product -- techniques for capturing and organizing the information in a session -- |g 4. |t Participants -- selecting and preparing participants -- |g 5. |t Participants -- external facilitators -- |g 6. |t Process -- creating an agenda -- |g 7. |t Place -- selecting and preparing the venue -- |g 8. |t Practical tools -- technology in physical meetings -- |g 9. |t Probable issues -- what if? |
| 505 | 0 | 0 | |g Section C. |t Facilitating a group process -- |g 1. |t Opening a session -- |g 2. |t Watching for group dynamics -- |g 3. |t Personality types and how they react in group settings -- |g 4. |t Techniques for intervening -- |g 5. |t Changing the agenda -- |g 6. |t Closing a session -- |g Section D. |t Virtual meetings -- |g 1. |t Selecting the technology -- |g 2. |t Issues in virtual meetings -- |g Section E. |t Facilitation structures and techniques -- |g 1. |t Basic principles -- |g 2. |t Structures -- |g 3. |t Techniques for building information -- |g 4. |t Techniques for prioritizing, decision making and reaching a consensus -- |g 5. |t Approaches to larger workshops -- |g 11. |t Sustaining change -- |g Section A. |t Sustaining change concepts -- |g 1. |t Concept of 'fit' -- |g 2. |t Systems thinking -- |g 3. |t Levers and leverage -- |g 4. |t Levels of adoption -- |g 5. |t Tipping point and critical mass -- |g 6. |t Reinforcing systems -- |g 7. |t Measuring change adoption -- |g 8. |t Transition management -- |g Section B. |t Useful checklists and tools -- |g 1. |t Planning to sustain change -- |g 2. |t Managing the transition -- |g 3. |t Adopting and embedding change -- making it stick and keeping it stuck -- |g 4. |t Change management tool -- sustaining change -- |g 12. |t Personal and professional management -- |g Section A. |t Leadership principles -- |g 1. |t Personal effectiveness -- |g 2. |t Self-awareness: putting yourself in the picture -- |g 3. |t Leadership and authenticity -- |g 4. |t Leadership approaches -- |g 5. |t Problem solving and creative thinking -- |g Section B. |t Building team effectiveness -- |g 1. |t Stages of team development -- |g 2. |t Developing an effective team -- |g 3. |t Balancing focus on results with effective people management -- |g 4. |t Overcoming the dysfunctions of a team -- |g 5. |t Working with a changing team or context -- |g 6. |t Leading virtual teams. |
| 505 | 0 | 0 | |g Section C. |t Emotional intelligence -- |g 1. |t What is emotional intelligence? -- |g 2. |t Can I learn emotional intelligence? -- |g 3. |t Resilience -- |g 4. |t The emotionally intelligent change manager -- |g Section D. |t Effective influence -- |g 1. |t Sources of power -- |g 2. |t Influencing styles and approaches -- |g 3. |t Influencing models -- |g Section E. |t Negotiating -- |g 1. |t Defining negotiation -- |g 2. |t Approaches to negotiation -- |g 3. |t Phases of negotiation -- |g 4. |t Conducting negotiations -- |g 5. |t Emotionally intelligent negotiating -- |g 6. |t Cultural impacts on negotiation strategies -- |g Section F. |t Conflict management -- |g 1. |t What does conflict mean? -- |g 2. |t Sources of conflict -- |g 3. |t Conflict resolution versus conflict management -- |g 4. |t Maximizing the positive aspects of conflict -- |g 5. |t Knowing your preferred style -- |g 6. |t The effects of each conflict management style -- |g 13. |t Organizational considerations -- |g Section A. |t The change manager and Human Resources (HR) -- |g 1. |t Engaging with HR -- |g 2. |t Understanding how HR is organized -- |g 3. |t Employment legislation and change management -- |g 4. |t Change management and HR policy -- |g 5. |t Employee relations -- |g 6. |t The impact of organizational design -- |g 7. |t Using HR expertise to embed change -- |g Section B. |t Safety, health and environment issues in change -- |g 1. |t What is SHE to an organization? -- |g 2. |t SHE management -- |g 3. |t How does change management interact with SHE? -- |g 4. |t Managing SHE during change -- |g Section C. |t Process optimization in organizations -- |g 1. |t Process mapping -- |g 2. |t Mapping techniques -- |g 3. |t Interpretation of process maps -- |g 4. |t The value of a specialist in process mapping -- |g Section D. |t Financial management for change managers -- |g 1. |t An, a picture and some common terms -- |g 2. |t How financial information is reported -- |g 3. |t Planning the organization's finances -- |g 4. |t The value of a change initiative. |
| 650 | 0 | |a Organizational change |x Management. | |
| 650 | 0 | |a Project management. |0 http://id.loc.gov/authorities/subjects/sh85065919 | |
| 650 | 0 | |a Business planning. |0 http://id.loc.gov/authorities/subjects/sh85032906 | |
| 650 | 0 | |a Organizational change. |0 http://id.loc.gov/authorities/subjects/sh85095525 | |
| 650 | 6 | |a Changement organisationnel. | |
| 650 | 6 | |a Gestion de projet. | |
| 650 | 7 | |a Management & management techniques. |2 bicssc | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Industrial Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management Science. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Organizational Behavior. |2 bisacsh | |
| 650 | 7 | |a Business planning |2 fast | |
| 650 | 7 | |a Organizational change |x Management |2 fast | |
| 650 | 7 | |a Project management |2 fast | |
| 650 | 7 | |a Management and management techniques. |2 thema | |
| 700 | 1 | |a Smith, Richard, |e editor. | |
| 700 | 1 | |a King, David, |e editor. | |
| 700 | 1 | |a Sidhu, Ranjit, |e editor. | |
| 700 | 1 | |a Skelsey, Dan, |e editor. | |
| 776 | 0 | 8 | |i Print version: |a Smith, Richard. |t Effective Change Manager's Handbook : Essential Guidance to the Change Management Body of Knowledge. |d London : Kogan Page, ©2014 |z 9780749473075 |
| 856 | 4 | 0 | |l FWS01 |p ZDB-4-EBU |q FWS_PDA_EBU |u https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=879851 |3 Volltext |
| 938 | |a Books 24x7 |b B247 |n bkb00068071 | ||
| 938 | |a Coutts Information Services |b COUT |n 28341128 | ||
| 938 | |a EBL - Ebook Library |b EBLB |n EBL1825989 | ||
| 938 | |a ebrary |b EBRY |n ebr10962338 | ||
| 938 | |a EBSCOhost |b EBSC |n 879851 | ||
| 938 | |a Kogan Page |b KOGN |n ePDFKoganPage5274 | ||
| 938 | |a YBP Library Services |b YANK |n 12138078 | ||
| 994 | |a 92 |b GEBAY | ||
| 912 | |a ZDB-4-EBU | ||
| 049 | |a DE-863 | ||
Datensatz im Suchindex
| DE-BY-FWS_katkey | ZDB-4-EBU-ocn894171051 |
|---|---|
| _version_ | 1816796916187398144 |
| adam_text | |
| any_adam_object | |
| author2 | Smith, Richard King, David Sidhu, Ranjit Skelsey, Dan |
| author2_role | edt edt edt edt |
| author2_variant | r s rs d k dk r s rs d s ds |
| author_facet | Smith, Richard King, David Sidhu, Ranjit Skelsey, Dan |
| building | Verbundindex |
| bvnumber | localFWS |
| callnumber-first | H - Social Science |
| callnumber-label | HD58 |
| callnumber-raw | HD58.8 |
| callnumber-search | HD58.8 |
| callnumber-sort | HD 258.8 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| collection | ZDB-4-EBU |
| contents | 01. A change management perspective -- 02. Defining change -- 03. Managing benefits -- 04. Stakeholder strategy -- 05. Communication and engagement -- 06. Change impact -- 07. Change readiness, planning and measurement -- 08. Project management -- 09. Education and learning support -- 10. Facilitation -- 11. Sustaining change -- 12. Personal and professional management -- 13. Organizational considerations. A change management perspective -- Why change management matters -- Organizations' experiences of change -- Factors contributing to success in change management -- Preparing the organization and seeing it through -- Change and the individual -- The impact of the 'change curve' -- Starting with 'endings' -- Why people embrace or resist change -- motivation -- Why people embrace or resist change -- individual differences -- Why people embrace or resist change -- some findings from neuroscience -- A word about resistance to change -- Change and the organization -- How we think about organizations -- Models of the change process -- Types of organization change -- Factors that help/hinder change -- Key roles in organizational change -- Lifecycle of a successful change -- What makes a good sponsor? -- What makes a good change agent? -- Change management and job titles -- The key role of line management -- Team structures and change -- Organizational culture and change -- What we mean by 'organizational culture' -- Key dimensions of culture -- Relating 'culture' to types of change -- Leadership and culture -- Emergent change -- The roots of 'emergent change' -- Change situations that require an emergent approach -- Defining and moving towards a 'future state' -- Defining change -- Aligning change with strategy -- Background to strategy development -- The far environment -- The near environment -- Business modelling -- Strategic delivery processes -- Strategy and change -- Drivers of change -- The strategic context -- Change analysis -- Strategic change plan -- Systems approach to change -- Monitoring the external environment -- Initial stakeholder engagement -- Developing vision -- Viewpoints and perspectives of change -- Developing a vision for change -- Understanding and validating the vision. Change definition -- Conceptual models of the future state -- Change requirements -- capability analysis -- Assessing the impact of change -- Problems and concerns arising from change -- Managing benefits -- Benefits management principles and processes -- Benefits management processes -- Benefits management principles -- Benefits identification, mapping and analysis -- Benefits identification -- Quantifying benefits -- Completing the benefit profile -- Benefits and the business case -- Planning benefits realization -- Financial analysis -- Benefits validation -- Benefits prioritization -- Baselining -- Assessing change readiness -- Identifying threats to benefits optimization -- The benefits realization plan -- The role of the change manager with regard to benefits management -- Supporting benefits realization -- Transition management -- Measuring and reporting on benefits realization -- Identifying when intervention action is required -- Stakeholder strategy -- Identifying and segmenting stakeholders -- Identifying stakeholders -- Segmenting stakeholders -- Scoping engagement -- Stakeholder mapping and strategy -- Stakeholder characteristics -- Stakeholder interests -- Power mapping -- Attitude to the change/to you -- Wins and losses -- Readiness and resistance -- Measuring ability -- Profiling stakeholders -- Personas and empathy maps -- Stakeholder radar -- Mapping in two dimensions -- Determining engagement roles and responsibilities -- Stakeholder strategy document -- Managing relationships and mobilizing stakeholders -- Influencing strategies -- Listening as a means of mobilization -- The power of empathy and the other-perspective -- Inertia and disconfirmation -- Conversation in mobilization -- Lead with meaning and emotion -- Resistance to change as a key focus -- Collaboration -- Influencing through demonstration. Communication and engagement -- Theory of effective communicating -- Basics of communication theory -- Cognitive biases -- the human dimension in communication -- The need for feedback mechanisms -- Interpersonal and mass communication -- One-way versus two-way communication approaches -- Role of communication to achieve engagement -- Communicating change -- The emotional impact of change -- Maintaining a people-focused approach to communication -- Barriers to effective communication -- Improving communication effectiveness -- Encouraging engagement by appealing to hearts and minds -- Communication channels -- Lean and rich communication channels -- Three of the most essential channels -- Fostering collaboration -- Communication planning -- Developing a communication strategy for change -- Developing the communication plan (when and how we will make it happen) -- Monitoring and evaluating communication effectiveness -- Deciding what to measure -- Capturing data -- Monitoring and evaluating data -- Reporting results and improving engagement -- Change impact -- Identifying change impacts -- Change severity assessment -- Assessing and managing the risks of change -- Organizational risk management -- Change risk register -- Risk analysis -- Mitigating actions -- Communicating change risks -- Business continuity and contingency during change -- Business continuity planning -- BCP and the change process -- Change readiness, planning and measurement -- Building individual motivation to change -- Why work with individuals during change? -- Expectancy theory and change -- Increasing motivation for change -- How to work with individuals in large changes -- Building organizational readiness for change -- Factors that influence readiness for change and how to assess them -- Laying the foundations for a successful change -- Developing a change management plan -- Preparing for resistance -- The 'psychological contract' -- Common causes of resistance -- Identifying likely areas of resistance -- Types of resistance and symptoms to look out for -- Common considerations for building a strategy to manage resistance -- Supporting managers and supervisors -- Building and sustaining momentum. Measuring change effectiveness -- Measures of engagement -- Methods of capturing information -- Presenting data on employee engagement -- Project management -- Change within project governance structures -- Understanding the project environment -- Project management tools -- Identifying key roles and owners -- Establishing a project -- Project set-up phase -- Establishing the project team -- Establishing the change management workstream -- Delivering a project -- Definition phase -- Implementation phase -- Change management delivery -- Project completion and transition -- Project completion -- Business ownership of change -- Transition to business as usual -- Education and learning support -- Learning theory and skills development -- The roots of learning theory -- Learning and effective instruction -- Learning and the individual learner -- The learning process, performance and pressure -- Attitudes -- beyond skills and knowledge -- Identifying and meeting learning needs -- Identifying and analysing the needs (KSAs) -- Job analysis -- Training planning (with L & D -- collaboration is ideal) -- Learning design and channels -- Evaluating learning -- Behavioural change and coaching -- Active listening in coaching and change -- The role of feedback in behavioural change -- Understanding coaching -- Coaching and the change manager -- Facilitation -- The role of the facilitator and the skills required -- The role of the facilitator -- Techniques of questioning -- Preparing a group process -- Factors to be considered -- Purpose -- setting objectives -- Product -- techniques for capturing and organizing the information in a session -- Participants -- selecting and preparing participants -- Participants -- external facilitators -- Process -- creating an agenda -- Place -- selecting and preparing the venue -- Practical tools -- technology in physical meetings -- Probable issues -- what if? Facilitating a group process -- Opening a session -- Watching for group dynamics -- Personality types and how they react in group settings -- Techniques for intervening -- Changing the agenda -- Closing a session -- Virtual meetings -- Selecting the technology -- Issues in virtual meetings -- Facilitation structures and techniques -- Basic principles -- Structures -- Techniques for building information -- Techniques for prioritizing, decision making and reaching a consensus -- Approaches to larger workshops -- Sustaining change -- Sustaining change concepts -- Concept of 'fit' -- Systems thinking -- Levers and leverage -- Levels of adoption -- Tipping point and critical mass -- Reinforcing systems -- Measuring change adoption -- Useful checklists and tools -- Planning to sustain change -- Managing the transition -- Adopting and embedding change -- making it stick and keeping it stuck -- Change management tool -- sustaining change -- Personal and professional management -- Leadership principles -- Personal effectiveness -- Self-awareness: putting yourself in the picture -- Leadership and authenticity -- Leadership approaches -- Problem solving and creative thinking -- Building team effectiveness -- Stages of team development -- Developing an effective team -- Balancing focus on results with effective people management -- Overcoming the dysfunctions of a team -- Working with a changing team or context -- Leading virtual teams. Emotional intelligence -- What is emotional intelligence? -- Can I learn emotional intelligence? -- Resilience -- The emotionally intelligent change manager -- Effective influence -- Sources of power -- Influencing styles and approaches -- Influencing models -- Negotiating -- Defining negotiation -- Approaches to negotiation -- Phases of negotiation -- Conducting negotiations -- Emotionally intelligent negotiating -- Cultural impacts on negotiation strategies -- Conflict management -- What does conflict mean? -- Sources of conflict -- Conflict resolution versus conflict management -- Maximizing the positive aspects of conflict -- Knowing your preferred style -- The effects of each conflict management style -- Organizational considerations -- The change manager and Human Resources (HR) -- Engaging with HR -- Understanding how HR is organized -- Employment legislation and change management -- Change management and HR policy -- Employee relations -- The impact of organizational design -- Using HR expertise to embed change -- Safety, health and environment issues in change -- What is SHE to an organization? -- SHE management -- How does change management interact with SHE? -- Managing SHE during change -- Process optimization in organizations -- Process mapping -- Mapping techniques -- Interpretation of process maps -- The value of a specialist in process mapping -- Financial management for change managers -- An, a picture and some common terms -- How financial information is reported -- Planning the organization's finances -- The value of a change initiative. |
| ctrlnum | (OCoLC)894171051 |
| dewey-full | 658.406 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.406 |
| dewey-search | 658.406 |
| dewey-sort | 3658.406 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>18121cam a2200865 a 4500</leader><controlfield tag="001">ZDB-4-EBU-ocn894171051</controlfield><controlfield tag="003">OCoLC</controlfield><controlfield tag="005">20241004212047.0</controlfield><controlfield tag="006">m o d </controlfield><controlfield tag="007">cr cnu---unuuu</controlfield><controlfield tag="008">141101s2014 enka ob 001 0 eng d</controlfield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">EBLCP</subfield><subfield code="b">eng</subfield><subfield code="e">pn</subfield><subfield code="c">EBLCP</subfield><subfield code="d">N$T</subfield><subfield code="d">CDX</subfield><subfield code="d">YDXCP</subfield><subfield code="d">UMI</subfield><subfield code="d">N$T</subfield><subfield code="d">WAU</subfield><subfield code="d">DEBSZ</subfield><subfield code="d">OCLCQ</subfield><subfield code="d">OCLCO</subfield><subfield code="d">OCLCF</subfield><subfield code="d">OCLCO</subfield><subfield code="d">E7B</subfield><subfield code="d">B24X7</subfield><subfield code="d">COO</subfield><subfield code="d">KMM</subfield><subfield code="d">OCLCO</subfield><subfield code="d">OCLCQ</subfield><subfield code="d">OCLCO</subfield><subfield code="d">KNOVL</subfield><subfield code="d">OCLCQ</subfield><subfield code="d">TEFOD</subfield><subfield code="d">Z5A</subfield><subfield code="d">OTZ</subfield><subfield code="d">NLE</subfield><subfield code="d">OCLCQ</subfield><subfield code="d">UKMGB</subfield><subfield code="d">OCLCQ</subfield><subfield code="d">UKUAL</subfield><subfield code="d">KOGAN</subfield><subfield code="d">OCLCO</subfield><subfield code="d">OCLCQ</subfield><subfield code="d">OCLCO</subfield></datafield><datafield tag="016" ind1="7" ind2=" "><subfield code="a">016979312</subfield><subfield code="2">Uk</subfield></datafield><datafield tag="019" ind1=" " ind2=" "><subfield code="a">895288444</subfield><subfield code="a">896850912</subfield><subfield code="a">988806471</subfield><subfield code="a">994914334</subfield><subfield code="a">995778051</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9780749473082</subfield><subfield code="q">(electronic bk.)</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">0749473088</subfield><subfield code="q">(electronic bk.)</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781523103836</subfield><subfield code="q">(electronic bk.)</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">1523103833</subfield><subfield code="q">(electronic bk.)</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="z">9780749473075</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="z">074947307X</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)894171051</subfield><subfield code="z">(OCoLC)895288444</subfield><subfield code="z">(OCoLC)896850912</subfield><subfield code="z">(OCoLC)988806471</subfield><subfield code="z">(OCoLC)994914334</subfield><subfield code="z">(OCoLC)995778051</subfield></datafield><datafield tag="037" ind1=" " ind2=" "><subfield code="a">CL0500000502</subfield><subfield code="b">Safari Books Online</subfield></datafield><datafield tag="037" ind1=" " ind2=" "><subfield code="a">5CD9E626-990E-47BF-B4EF-146EB286398A</subfield><subfield code="b">OverDrive, Inc.</subfield><subfield code="n">http://www.overdrive.com</subfield></datafield><datafield tag="050" ind1=" " ind2="4"><subfield code="a">HD58.8</subfield></datafield><datafield tag="072" ind1=" " ind2="7"><subfield code="a">BUS</subfield><subfield code="x">082000</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="072" ind1=" " ind2="7"><subfield code="a">BUS</subfield><subfield code="x">041000</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="072" ind1=" " ind2="7"><subfield code="a">BUS</subfield><subfield code="x">042000</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="072" ind1=" " ind2="7"><subfield code="a">BUS</subfield><subfield code="x">085000</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="082" ind1="7" ind2=" "><subfield code="a">658.406</subfield><subfield code="2">23</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">MAIN</subfield></datafield><datafield tag="245" ind1="0" ind2="4"><subfield code="a">The effective change manager's handbook :</subfield><subfield code="b">essential guidance to the change management body of knowledge /</subfield><subfield code="c">edited by Richard Smith, David King, Ranjit Sidhu and Dan Skelsey.</subfield></datafield><datafield tag="260" ind1=" " ind2=" "><subfield code="a">London :</subfield><subfield code="b">Kogan Page,</subfield><subfield code="c">2014.</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 online resource (xxx, 602 pages) :</subfield><subfield code="b">illustrations</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">computer</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">online resource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="588" ind1="0" ind2=" "><subfield code="a">Print version of record.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">The change management profession is no longer in its infancy. Readily identifiable in organizations and in business literature it is no longer reliant on parent disciplines such as organizational development or project management. Change management is itself in a state of change and growth - the number of jobs is increasing and organizations are actively seeking to build their change management capability. The Effective Change Manager's Handbook, the official guide to the CMI Body of Knowledge, is explicitly designed to help practitioners, employers and academics define and practice change management successfully and to develop change management maturity within their organization. A single-volume learning resource covering the range of underpinning knowledge required, it includes chapters from esteemed and established thought leaders on topics ranging from benefits management, stakeholder strategy, facilitation, change readiness, project management and education and learning support. Covering the whole process from planning to implementation, it offers practical tools, techniques and models to effectively support any change initiative.</subfield></datafield><datafield tag="504" ind1=" " ind2=" "><subfield code="a">Includes bibliographical references and index.</subfield></datafield><datafield tag="505" ind1="0" ind2=" "><subfield code="a">01. A change management perspective -- 02. Defining change -- 03. Managing benefits -- 04. Stakeholder strategy -- 05. Communication and engagement -- 06. Change impact -- 07. Change readiness, planning and measurement -- 08. Project management -- 09. Education and learning support -- 10. Facilitation -- 11. Sustaining change -- 12. Personal and professional management -- 13. Organizational considerations.</subfield></datafield><datafield tag="505" ind1="0" ind2="0"><subfield code="g">01.</subfield><subfield code="t">A change management perspective --</subfield><subfield code="g">Section A.</subfield><subfield code="t">Why change management matters --</subfield><subfield code="g">1.</subfield><subfield code="t">Organizations' experiences of change --</subfield><subfield code="g">2.</subfield><subfield code="t">Factors contributing to success in change management --</subfield><subfield code="g">3.</subfield><subfield code="t">Preparing the organization and seeing it through --</subfield><subfield code="g">Section B.</subfield><subfield code="t">Change and the individual --</subfield><subfield code="g">1.</subfield><subfield code="t">The impact of the 'change curve' --</subfield><subfield code="g">2.</subfield><subfield code="t">Starting with 'endings' --</subfield><subfield code="g">3.</subfield><subfield code="t">Why people embrace or resist change -- motivation --</subfield><subfield code="g">4.</subfield><subfield code="t">Why people embrace or resist change -- individual differences --</subfield><subfield code="g">5.</subfield><subfield code="t">Why people embrace or resist change -- some findings from neuroscience --</subfield><subfield code="g">6.</subfield><subfield code="t">A word about resistance to change --</subfield><subfield code="g">Section C.</subfield><subfield code="t">Change and the organization --</subfield><subfield code="g">1.</subfield><subfield code="t">How we think about organizations --</subfield><subfield code="g">2.</subfield><subfield code="t">Models of the change process --</subfield><subfield code="g">3.</subfield><subfield code="t">Types of organization change --</subfield><subfield code="g">4.</subfield><subfield code="t">Factors that help/hinder change --</subfield><subfield code="g">Section D.</subfield><subfield code="t">Key roles in organizational change --</subfield><subfield code="g">1.</subfield><subfield code="t">Lifecycle of a successful change --</subfield><subfield code="g">2.</subfield><subfield code="t">What makes a good sponsor? --</subfield><subfield code="g">3.</subfield><subfield code="t">What makes a good change agent? --</subfield><subfield code="g">4.</subfield><subfield code="t">Change management and job titles --</subfield><subfield code="g">5.</subfield><subfield code="t">The key role of line management --</subfield><subfield code="g">6.</subfield><subfield code="t">Team structures and change --</subfield><subfield code="g">Section E.</subfield><subfield code="t">Organizational culture and change --</subfield><subfield code="g">1.</subfield><subfield code="t">What we mean by 'organizational culture' --</subfield><subfield code="g">2.</subfield><subfield code="t">Key dimensions of culture --</subfield><subfield code="g">3.</subfield><subfield code="t">Relating 'culture' to types of change --</subfield><subfield code="g">4.</subfield><subfield code="t">Leadership and culture --</subfield><subfield code="g">Section F.</subfield><subfield code="t">Emergent change --</subfield><subfield code="g">1.</subfield><subfield code="t">The roots of 'emergent change' --</subfield><subfield code="g">2.</subfield><subfield code="t">Change situations that require an emergent approach --</subfield><subfield code="g">3.</subfield><subfield code="t">Defining and moving towards a 'future state' --</subfield><subfield code="g">02.</subfield><subfield code="t">Defining change --</subfield><subfield code="g">Section A.</subfield><subfield code="t">Aligning change with strategy --</subfield><subfield code="g">1.</subfield><subfield code="t">Background to strategy development --</subfield><subfield code="g">2.</subfield><subfield code="t">The far environment --</subfield><subfield code="g">3.</subfield><subfield code="t">The near environment --</subfield><subfield code="g">4.</subfield><subfield code="t">Business modelling --</subfield><subfield code="g">5.</subfield><subfield code="t">Strategic delivery processes --</subfield><subfield code="g">6.</subfield><subfield code="t">Strategy and change --</subfield><subfield code="g">Section B.</subfield><subfield code="t">Drivers of change --</subfield><subfield code="g">1.</subfield><subfield code="t">The strategic context --</subfield><subfield code="g">2.</subfield><subfield code="t">Change analysis --</subfield><subfield code="g">3.</subfield><subfield code="t">Strategic change plan --</subfield><subfield code="g">4.</subfield><subfield code="t">Systems approach to change --</subfield><subfield code="g">5.</subfield><subfield code="t">Monitoring the external environment --</subfield><subfield code="g">6.</subfield><subfield code="t">Initial stakeholder engagement --</subfield><subfield code="g">Section C.</subfield><subfield code="t">Developing vision --</subfield><subfield code="g">1.</subfield><subfield code="t">Viewpoints and perspectives of change --</subfield><subfield code="g">2.</subfield><subfield code="t">Developing a vision for change --</subfield><subfield code="g">3.</subfield><subfield code="t">Understanding and validating the vision.</subfield></datafield><datafield tag="505" ind1="0" ind2="0"><subfield code="g">Section D.</subfield><subfield code="t">Change definition --</subfield><subfield code="g">1.</subfield><subfield code="t">Conceptual models of the future state --</subfield><subfield code="g">2.</subfield><subfield code="t">Change requirements -- capability analysis --</subfield><subfield code="g">3.</subfield><subfield code="t">Assessing the impact of change --</subfield><subfield code="g">4.</subfield><subfield code="t">Problems and concerns arising from change --</subfield><subfield code="g">03.</subfield><subfield code="t">Managing benefits --</subfield><subfield code="g">Section A.</subfield><subfield code="t">Benefits management principles and processes --</subfield><subfield code="g">1.</subfield><subfield code="t">Benefits management processes --</subfield><subfield code="g">2.</subfield><subfield code="t">Benefits management principles --</subfield><subfield code="g">Section B.</subfield><subfield code="t">Benefits identification, mapping and analysis --</subfield><subfield code="g">1.</subfield><subfield code="t">Benefits identification --</subfield><subfield code="g">2.</subfield><subfield code="t">Quantifying benefits --</subfield><subfield code="g">3.</subfield><subfield code="t">Completing the benefit profile --</subfield><subfield code="g">4.</subfield><subfield code="t">Benefits and the business case --</subfield><subfield code="g">Section C.</subfield><subfield code="t">Planning benefits realization --</subfield><subfield code="g">1.</subfield><subfield code="t">Financial analysis --</subfield><subfield code="g">2.</subfield><subfield code="t">Benefits validation --</subfield><subfield code="g">3.</subfield><subfield code="t">Benefits prioritization --</subfield><subfield code="g">4.</subfield><subfield code="t">Baselining --</subfield><subfield code="g">5.</subfield><subfield code="t">Assessing change readiness --</subfield><subfield code="g">6.</subfield><subfield code="t">Identifying threats to benefits optimization --</subfield><subfield code="g">7.</subfield><subfield code="t">The benefits realization plan --</subfield><subfield code="g">8.</subfield><subfield code="t">The role of the change manager with regard to benefits management --</subfield><subfield code="g">Section D.</subfield><subfield code="t">Supporting benefits realization --</subfield><subfield code="g">1.</subfield><subfield code="t">Transition management --</subfield><subfield code="g">2.</subfield><subfield code="t">Measuring and reporting on benefits realization --</subfield><subfield code="g">3.</subfield><subfield code="t">Identifying when intervention action is required --</subfield><subfield code="g">04.</subfield><subfield code="t">Stakeholder strategy --</subfield><subfield code="g">Section A.</subfield><subfield code="t">Identifying and segmenting stakeholders --</subfield><subfield code="g">1.</subfield><subfield code="t">Identifying stakeholders --</subfield><subfield code="g">2.</subfield><subfield code="t">Segmenting stakeholders --</subfield><subfield code="g">3.</subfield><subfield code="t">Scoping engagement --</subfield><subfield code="g">Section B.</subfield><subfield code="t">Stakeholder mapping and strategy --</subfield><subfield code="g">1.</subfield><subfield code="t">Stakeholder characteristics --</subfield><subfield code="g">2.</subfield><subfield code="t">Stakeholder interests --</subfield><subfield code="g">3.</subfield><subfield code="t">Power mapping --</subfield><subfield code="g">4.</subfield><subfield code="t">Attitude to the change/to you --</subfield><subfield code="g">5.</subfield><subfield code="t">Wins and losses --</subfield><subfield code="g">6.</subfield><subfield code="t">Readiness and resistance --</subfield><subfield code="g">7.</subfield><subfield code="t">Measuring ability --</subfield><subfield code="g">8.</subfield><subfield code="t">Profiling stakeholders --</subfield><subfield code="g">9.</subfield><subfield code="t">Personas and empathy maps --</subfield><subfield code="g">10.</subfield><subfield code="t">Stakeholder radar --</subfield><subfield code="g">11.</subfield><subfield code="t">Mapping in two dimensions --</subfield><subfield code="g">12.</subfield><subfield code="t">Determining engagement roles and responsibilities --</subfield><subfield code="g">13.</subfield><subfield code="t">Stakeholder strategy document --</subfield><subfield code="g">Section C.</subfield><subfield code="t">Managing relationships and mobilizing stakeholders --</subfield><subfield code="g">1.</subfield><subfield code="t">Influencing strategies --</subfield><subfield code="g">2.</subfield><subfield code="t">Listening as a means of mobilization --</subfield><subfield code="g">3.</subfield><subfield code="t">The power of empathy and the other-perspective --</subfield><subfield code="g">4.</subfield><subfield code="t">Inertia and disconfirmation --</subfield><subfield code="g">5.</subfield><subfield code="t">Conversation in mobilization --</subfield><subfield code="g">6.</subfield><subfield code="t">Lead with meaning and emotion --</subfield><subfield code="g">7.</subfield><subfield code="t">Resistance to change as a key focus --</subfield><subfield code="g">8.</subfield><subfield code="t">Collaboration --</subfield><subfield code="g">9.</subfield><subfield code="t">Influencing through demonstration.</subfield></datafield><datafield tag="505" ind1="0" ind2="0"><subfield code="g">05.</subfield><subfield code="t">Communication and engagement --</subfield><subfield code="g">Section A.</subfield><subfield code="t">Theory of effective communicating --</subfield><subfield code="g">1.</subfield><subfield code="t">Basics of communication theory --</subfield><subfield code="g">2.</subfield><subfield code="t">Cognitive biases -- the human dimension in communication --</subfield><subfield code="g">3.</subfield><subfield code="t">The need for feedback mechanisms --</subfield><subfield code="g">4.</subfield><subfield code="t">Interpersonal and mass communication --</subfield><subfield code="g">5.</subfield><subfield code="t">One-way versus two-way communication approaches --</subfield><subfield code="g">6.</subfield><subfield code="t">Role of communication to achieve engagement --</subfield><subfield code="g">Section B.</subfield><subfield code="t">Communicating change --</subfield><subfield code="g">1.</subfield><subfield code="t">The emotional impact of change --</subfield><subfield code="g">2.</subfield><subfield code="t">Maintaining a people-focused approach to communication --</subfield><subfield code="g">3.</subfield><subfield code="t">Barriers to effective communication --</subfield><subfield code="g">4.</subfield><subfield code="t">Improving communication effectiveness --</subfield><subfield code="g">5.</subfield><subfield code="t">Encouraging engagement by appealing to hearts and minds --</subfield><subfield code="g">Section C.</subfield><subfield code="t">Communication channels --</subfield><subfield code="g">1.</subfield><subfield code="t">Lean and rich communication channels --</subfield><subfield code="g">2.</subfield><subfield code="t">Three of the most essential channels --</subfield><subfield code="g">3.</subfield><subfield code="t">Fostering collaboration --</subfield><subfield code="g">Section D.</subfield><subfield code="t">Communication planning --</subfield><subfield code="g">1.</subfield><subfield code="t">Developing a communication strategy for change --</subfield><subfield code="g">2.</subfield><subfield code="t">Developing the communication plan (when and how we will make it happen) --</subfield><subfield code="g">Section E.</subfield><subfield code="t">Monitoring and evaluating communication effectiveness --</subfield><subfield code="g">1.</subfield><subfield code="t">Deciding what to measure --</subfield><subfield code="g">2.</subfield><subfield code="t">Capturing data --</subfield><subfield code="g">3.</subfield><subfield code="t">Monitoring and evaluating data --</subfield><subfield code="g">4.</subfield><subfield code="t">Reporting results and improving engagement --</subfield><subfield code="g">06.</subfield><subfield code="t">Change impact --</subfield><subfield code="g">Section A.</subfield><subfield code="t">Assessing the impact of change --</subfield><subfield code="g">1.</subfield><subfield code="t">Identifying change impacts --</subfield><subfield code="g">2.</subfield><subfield code="t">Change severity assessment --</subfield><subfield code="g">Section B.</subfield><subfield code="t">Assessing and managing the risks of change --</subfield><subfield code="g">1.</subfield><subfield code="t">Organizational risk management --</subfield><subfield code="g">2.</subfield><subfield code="t">Change risk register --</subfield><subfield code="g">3.</subfield><subfield code="t">Risk analysis --</subfield><subfield code="g">4.</subfield><subfield code="t">Mitigating actions --</subfield><subfield code="g">5.</subfield><subfield code="t">Communicating change risks --</subfield><subfield code="g">Section C.</subfield><subfield code="t">Business continuity and contingency during change --</subfield><subfield code="g">1.</subfield><subfield code="t">Business continuity planning --</subfield><subfield code="g">2.</subfield><subfield code="t">BCP and the change process --</subfield><subfield code="g">07.</subfield><subfield code="t">Change readiness, planning and measurement --</subfield><subfield code="g">Section A.</subfield><subfield code="t">Building individual motivation to change --</subfield><subfield code="g">1.</subfield><subfield code="t">Why work with individuals during change? --</subfield><subfield code="g">2.</subfield><subfield code="t">Expectancy theory and change --</subfield><subfield code="g">3.</subfield><subfield code="t">Increasing motivation for change --</subfield><subfield code="g">4.</subfield><subfield code="t">How to work with individuals in large changes --</subfield><subfield code="g">Section B.</subfield><subfield code="t">Building organizational readiness for change --</subfield><subfield code="g">1.</subfield><subfield code="t">Factors that influence readiness for change and how to assess them --</subfield><subfield code="g">2.</subfield><subfield code="t">Laying the foundations for a successful change --</subfield><subfield code="g">3.</subfield><subfield code="t">Developing a change management plan --</subfield><subfield code="g">Section C.</subfield><subfield code="t">Preparing for resistance --</subfield><subfield code="g">1.</subfield><subfield code="t">The 'psychological contract' --</subfield><subfield code="g">2.</subfield><subfield code="t">Common causes of resistance --</subfield><subfield code="g">3.</subfield><subfield code="t">Identifying likely areas of resistance --</subfield><subfield code="g">4.</subfield><subfield code="t">Types of resistance and symptoms to look out for --</subfield><subfield code="g">5.</subfield><subfield code="t">Common considerations for building a strategy to manage resistance --</subfield><subfield code="g">6.</subfield><subfield code="t">Supporting managers and supervisors --</subfield><subfield code="g">7.</subfield><subfield code="t">Building and sustaining momentum.</subfield></datafield><datafield tag="505" ind1="0" ind2="0"><subfield code="g">Section D.</subfield><subfield code="t">Measuring change effectiveness --</subfield><subfield code="g">1.</subfield><subfield code="t">Measures of engagement --</subfield><subfield code="g">2.</subfield><subfield code="t">Methods of capturing information --</subfield><subfield code="g">3.</subfield><subfield code="t">Presenting data on employee engagement --</subfield><subfield code="g">08.</subfield><subfield code="t">Project management --</subfield><subfield code="g">Section A.</subfield><subfield code="t">Change within project governance structures --</subfield><subfield code="g">1.</subfield><subfield code="t">Understanding the project environment --</subfield><subfield code="g">2.</subfield><subfield code="t">Project management tools --</subfield><subfield code="g">3.</subfield><subfield code="t">Identifying key roles and owners --</subfield><subfield code="g">Section B.</subfield><subfield code="t">Establishing a project --</subfield><subfield code="g">1.</subfield><subfield code="t">Project set-up phase --</subfield><subfield code="g">2.</subfield><subfield code="t">Establishing the project team --</subfield><subfield code="g">3.</subfield><subfield code="t">Establishing the change management workstream --</subfield><subfield code="g">Section C.</subfield><subfield code="t">Delivering a project --</subfield><subfield code="g">1.</subfield><subfield code="t">Definition phase --</subfield><subfield code="g">2.</subfield><subfield code="t">Implementation phase --</subfield><subfield code="g">3.</subfield><subfield code="t">Change management delivery --</subfield><subfield code="g">Section D.</subfield><subfield code="t">Project completion and transition --</subfield><subfield code="g">1.</subfield><subfield code="t">Project completion --</subfield><subfield code="g">2.</subfield><subfield code="t">Business ownership of change --</subfield><subfield code="g">3.</subfield><subfield code="t">Transition to business as usual --</subfield><subfield code="g">09.</subfield><subfield code="t">Education and learning support --</subfield><subfield code="g">Section A.</subfield><subfield code="t">Learning theory and skills development --</subfield><subfield code="g">1.</subfield><subfield code="t">The roots of learning theory --</subfield><subfield code="g">2.</subfield><subfield code="t">Learning and effective instruction --</subfield><subfield code="g">3.</subfield><subfield code="t">Learning and the individual learner --</subfield><subfield code="g">4.</subfield><subfield code="t">The learning process, performance and pressure --</subfield><subfield code="g">5.</subfield><subfield code="t">Attitudes -- beyond skills and knowledge --</subfield><subfield code="g">Section B.</subfield><subfield code="t">Identifying and meeting learning needs --</subfield><subfield code="g">1.</subfield><subfield code="t">Identifying and analysing the needs (KSAs) --</subfield><subfield code="g">2.</subfield><subfield code="t">Job analysis --</subfield><subfield code="g">3.</subfield><subfield code="t">Training planning (with L & D -- collaboration is ideal) --</subfield><subfield code="g">4.</subfield><subfield code="t">Learning design and channels --</subfield><subfield code="g">5.</subfield><subfield code="t">Evaluating learning --</subfield><subfield code="g">Section C.</subfield><subfield code="t">Behavioural change and coaching --</subfield><subfield code="g">1.</subfield><subfield code="t">Active listening in coaching and change --</subfield><subfield code="g">2.</subfield><subfield code="t">The role of feedback in behavioural change --</subfield><subfield code="g">3.</subfield><subfield code="t">Understanding coaching --</subfield><subfield code="g">4.</subfield><subfield code="t">Coaching and the change manager --</subfield><subfield code="g">10.</subfield><subfield code="t">Facilitation --</subfield><subfield code="g">Section A.</subfield><subfield code="t">The role of the facilitator and the skills required --</subfield><subfield code="g">1.</subfield><subfield code="t">The role of the facilitator --</subfield><subfield code="g">2.</subfield><subfield code="t">Techniques of questioning --</subfield><subfield code="g">Section B.</subfield><subfield code="t">Preparing a group process --</subfield><subfield code="g">1.</subfield><subfield code="t">Factors to be considered --</subfield><subfield code="g">2.</subfield><subfield code="t">Purpose -- setting objectives --</subfield><subfield code="g">3.</subfield><subfield code="t">Product -- techniques for capturing and organizing the information in a session --</subfield><subfield code="g">4.</subfield><subfield code="t">Participants -- selecting and preparing participants --</subfield><subfield code="g">5.</subfield><subfield code="t">Participants -- external facilitators --</subfield><subfield code="g">6.</subfield><subfield code="t">Process -- creating an agenda --</subfield><subfield code="g">7.</subfield><subfield code="t">Place -- selecting and preparing the venue --</subfield><subfield code="g">8.</subfield><subfield code="t">Practical tools -- technology in physical meetings --</subfield><subfield code="g">9.</subfield><subfield code="t">Probable issues -- what if?</subfield></datafield><datafield tag="505" ind1="0" ind2="0"><subfield code="g">Section C.</subfield><subfield code="t">Facilitating a group process --</subfield><subfield code="g">1.</subfield><subfield code="t">Opening a session --</subfield><subfield code="g">2.</subfield><subfield code="t">Watching for group dynamics --</subfield><subfield code="g">3.</subfield><subfield code="t">Personality types and how they react in group settings --</subfield><subfield code="g">4.</subfield><subfield code="t">Techniques for intervening --</subfield><subfield code="g">5.</subfield><subfield code="t">Changing the agenda --</subfield><subfield code="g">6.</subfield><subfield code="t">Closing a session --</subfield><subfield code="g">Section D.</subfield><subfield code="t">Virtual meetings --</subfield><subfield code="g">1.</subfield><subfield code="t">Selecting the technology --</subfield><subfield code="g">2.</subfield><subfield code="t">Issues in virtual meetings --</subfield><subfield code="g">Section E.</subfield><subfield code="t">Facilitation structures and techniques --</subfield><subfield code="g">1.</subfield><subfield code="t">Basic principles --</subfield><subfield code="g">2.</subfield><subfield code="t">Structures --</subfield><subfield code="g">3.</subfield><subfield code="t">Techniques for building information --</subfield><subfield code="g">4.</subfield><subfield code="t">Techniques for prioritizing, decision making and reaching a consensus --</subfield><subfield code="g">5.</subfield><subfield code="t">Approaches to larger workshops --</subfield><subfield code="g">11.</subfield><subfield code="t">Sustaining change --</subfield><subfield code="g">Section A.</subfield><subfield code="t">Sustaining change concepts --</subfield><subfield code="g">1.</subfield><subfield code="t">Concept of 'fit' --</subfield><subfield code="g">2.</subfield><subfield code="t">Systems thinking --</subfield><subfield code="g">3.</subfield><subfield code="t">Levers and leverage --</subfield><subfield code="g">4.</subfield><subfield code="t">Levels of adoption --</subfield><subfield code="g">5.</subfield><subfield code="t">Tipping point and critical mass --</subfield><subfield code="g">6.</subfield><subfield code="t">Reinforcing systems --</subfield><subfield code="g">7.</subfield><subfield code="t">Measuring change adoption --</subfield><subfield code="g">8.</subfield><subfield code="t">Transition management --</subfield><subfield code="g">Section B.</subfield><subfield code="t">Useful checklists and tools --</subfield><subfield code="g">1.</subfield><subfield code="t">Planning to sustain change --</subfield><subfield code="g">2.</subfield><subfield code="t">Managing the transition --</subfield><subfield code="g">3.</subfield><subfield code="t">Adopting and embedding change -- making it stick and keeping it stuck --</subfield><subfield code="g">4.</subfield><subfield code="t">Change management tool -- sustaining change --</subfield><subfield code="g">12.</subfield><subfield code="t">Personal and professional management --</subfield><subfield code="g">Section A.</subfield><subfield code="t">Leadership principles --</subfield><subfield code="g">1.</subfield><subfield code="t">Personal effectiveness --</subfield><subfield code="g">2.</subfield><subfield code="t">Self-awareness: putting yourself in the picture --</subfield><subfield code="g">3.</subfield><subfield code="t">Leadership and authenticity --</subfield><subfield code="g">4.</subfield><subfield code="t">Leadership approaches --</subfield><subfield code="g">5.</subfield><subfield code="t">Problem solving and creative thinking --</subfield><subfield code="g">Section B.</subfield><subfield code="t">Building team effectiveness --</subfield><subfield code="g">1.</subfield><subfield code="t">Stages of team development --</subfield><subfield code="g">2.</subfield><subfield code="t">Developing an effective team --</subfield><subfield code="g">3.</subfield><subfield code="t">Balancing focus on results with effective people management --</subfield><subfield code="g">4.</subfield><subfield code="t">Overcoming the dysfunctions of a team --</subfield><subfield code="g">5.</subfield><subfield code="t">Working with a changing team or context --</subfield><subfield code="g">6.</subfield><subfield code="t">Leading virtual teams.</subfield></datafield><datafield tag="505" ind1="0" ind2="0"><subfield code="g">Section C.</subfield><subfield code="t">Emotional intelligence --</subfield><subfield code="g">1.</subfield><subfield code="t">What is emotional intelligence? --</subfield><subfield code="g">2.</subfield><subfield code="t">Can I learn emotional intelligence? --</subfield><subfield code="g">3.</subfield><subfield code="t">Resilience --</subfield><subfield code="g">4.</subfield><subfield code="t">The emotionally intelligent change manager --</subfield><subfield code="g">Section D.</subfield><subfield code="t">Effective influence --</subfield><subfield code="g">1.</subfield><subfield code="t">Sources of power --</subfield><subfield code="g">2.</subfield><subfield code="t">Influencing styles and approaches --</subfield><subfield code="g">3.</subfield><subfield code="t">Influencing models --</subfield><subfield code="g">Section E.</subfield><subfield code="t">Negotiating --</subfield><subfield code="g">1.</subfield><subfield code="t">Defining negotiation --</subfield><subfield code="g">2.</subfield><subfield code="t">Approaches to negotiation --</subfield><subfield code="g">3.</subfield><subfield code="t">Phases of negotiation --</subfield><subfield code="g">4.</subfield><subfield code="t">Conducting negotiations --</subfield><subfield code="g">5.</subfield><subfield code="t">Emotionally intelligent negotiating --</subfield><subfield code="g">6.</subfield><subfield code="t">Cultural impacts on negotiation strategies --</subfield><subfield code="g">Section F.</subfield><subfield code="t">Conflict management --</subfield><subfield code="g">1.</subfield><subfield code="t">What does conflict mean? --</subfield><subfield code="g">2.</subfield><subfield code="t">Sources of conflict --</subfield><subfield code="g">3.</subfield><subfield code="t">Conflict resolution versus conflict management --</subfield><subfield code="g">4.</subfield><subfield code="t">Maximizing the positive aspects of conflict --</subfield><subfield code="g">5.</subfield><subfield code="t">Knowing your preferred style --</subfield><subfield code="g">6.</subfield><subfield code="t">The effects of each conflict management style --</subfield><subfield code="g">13.</subfield><subfield code="t">Organizational considerations --</subfield><subfield code="g">Section A.</subfield><subfield code="t">The change manager and Human Resources (HR) --</subfield><subfield code="g">1.</subfield><subfield code="t">Engaging with HR --</subfield><subfield code="g">2.</subfield><subfield code="t">Understanding how HR is organized --</subfield><subfield code="g">3.</subfield><subfield code="t">Employment legislation and change management --</subfield><subfield code="g">4.</subfield><subfield code="t">Change management and HR policy --</subfield><subfield code="g">5.</subfield><subfield code="t">Employee relations --</subfield><subfield code="g">6.</subfield><subfield code="t">The impact of organizational design --</subfield><subfield code="g">7.</subfield><subfield code="t">Using HR expertise to embed change --</subfield><subfield code="g">Section B.</subfield><subfield code="t">Safety, health and environment issues in change --</subfield><subfield code="g">1.</subfield><subfield code="t">What is SHE to an organization? --</subfield><subfield code="g">2.</subfield><subfield code="t">SHE management --</subfield><subfield code="g">3.</subfield><subfield code="t">How does change management interact with SHE? --</subfield><subfield code="g">4.</subfield><subfield code="t">Managing SHE during change --</subfield><subfield code="g">Section C.</subfield><subfield code="t">Process optimization in organizations --</subfield><subfield code="g">1.</subfield><subfield code="t">Process mapping --</subfield><subfield code="g">2.</subfield><subfield code="t">Mapping techniques --</subfield><subfield code="g">3.</subfield><subfield code="t">Interpretation of process maps --</subfield><subfield code="g">4.</subfield><subfield code="t">The value of a specialist in process mapping --</subfield><subfield code="g">Section D.</subfield><subfield code="t">Financial management for change managers --</subfield><subfield code="g">1.</subfield><subfield code="t">An, a picture and some common terms --</subfield><subfield code="g">2.</subfield><subfield code="t">How financial information is reported --</subfield><subfield code="g">3.</subfield><subfield code="t">Planning the organization's finances --</subfield><subfield code="g">4.</subfield><subfield code="t">The value of a change initiative.</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">Organizational change</subfield><subfield code="x">Management.</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">Project management.</subfield><subfield code="0">http://id.loc.gov/authorities/subjects/sh85065919</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">Business planning.</subfield><subfield code="0">http://id.loc.gov/authorities/subjects/sh85032906</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">Organizational change.</subfield><subfield code="0">http://id.loc.gov/authorities/subjects/sh85095525</subfield></datafield><datafield tag="650" ind1=" " ind2="6"><subfield code="a">Changement organisationnel.</subfield></datafield><datafield tag="650" ind1=" " ind2="6"><subfield code="a">Gestion de projet.</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Management & management techniques.</subfield><subfield code="2">bicssc</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">BUSINESS & ECONOMICS</subfield><subfield code="x">Industrial Management.</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">BUSINESS & ECONOMICS</subfield><subfield code="x">Management.</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">BUSINESS & ECONOMICS</subfield><subfield code="x">Management Science.</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">BUSINESS & ECONOMICS</subfield><subfield code="x">Organizational Behavior.</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Business planning</subfield><subfield code="2">fast</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Organizational change</subfield><subfield code="x">Management</subfield><subfield code="2">fast</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Project management</subfield><subfield code="2">fast</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Management and management techniques.</subfield><subfield code="2">thema</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Smith, Richard,</subfield><subfield code="e">editor.</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">King, David,</subfield><subfield code="e">editor.</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Sidhu, Ranjit,</subfield><subfield code="e">editor.</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Skelsey, Dan,</subfield><subfield code="e">editor.</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Print version:</subfield><subfield code="a">Smith, Richard.</subfield><subfield code="t">Effective Change Manager's Handbook : Essential Guidance to the Change Management Body of Knowledge.</subfield><subfield code="d">London : Kogan Page, ©2014</subfield><subfield code="z">9780749473075</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="l">FWS01</subfield><subfield code="p">ZDB-4-EBU</subfield><subfield code="q">FWS_PDA_EBU</subfield><subfield code="u">https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=879851</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="938" ind1=" " ind2=" "><subfield code="a">Books 24x7</subfield><subfield code="b">B247</subfield><subfield code="n">bkb00068071</subfield></datafield><datafield tag="938" ind1=" " ind2=" "><subfield code="a">Coutts Information Services</subfield><subfield code="b">COUT</subfield><subfield code="n">28341128</subfield></datafield><datafield tag="938" ind1=" " ind2=" "><subfield code="a">EBL - Ebook Library</subfield><subfield code="b">EBLB</subfield><subfield code="n">EBL1825989</subfield></datafield><datafield tag="938" ind1=" " ind2=" "><subfield code="a">ebrary</subfield><subfield code="b">EBRY</subfield><subfield code="n">ebr10962338</subfield></datafield><datafield tag="938" ind1=" " ind2=" "><subfield code="a">EBSCOhost</subfield><subfield code="b">EBSC</subfield><subfield code="n">879851</subfield></datafield><datafield tag="938" ind1=" " ind2=" "><subfield code="a">Kogan Page</subfield><subfield code="b">KOGN</subfield><subfield code="n">ePDFKoganPage5274</subfield></datafield><datafield tag="938" ind1=" " ind2=" "><subfield code="a">YBP Library Services</subfield><subfield code="b">YANK</subfield><subfield code="n">12138078</subfield></datafield><datafield tag="994" ind1=" " ind2=" "><subfield code="a">92</subfield><subfield code="b">GEBAY</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-4-EBU</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-863</subfield></datafield></record></collection> |
| id | ZDB-4-EBU-ocn894171051 |
| illustrated | Illustrated |
| indexdate | 2024-11-26T14:49:17Z |
| institution | BVB |
| isbn | 9780749473082 0749473088 9781523103836 1523103833 |
| language | English |
| oclc_num | 894171051 |
| open_access_boolean | |
| owner | MAIN DE-863 DE-BY-FWS |
| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource (xxx, 602 pages) : illustrations |
| psigel | ZDB-4-EBU |
| publishDate | 2014 |
| publishDateSearch | 2014 |
| publishDateSort | 2014 |
| publisher | Kogan Page, |
| record_format | marc |
| spelling | The effective change manager's handbook : essential guidance to the change management body of knowledge / edited by Richard Smith, David King, Ranjit Sidhu and Dan Skelsey. London : Kogan Page, 2014. 1 online resource (xxx, 602 pages) : illustrations text txt rdacontent computer c rdamedia online resource cr rdacarrier Print version of record. The change management profession is no longer in its infancy. Readily identifiable in organizations and in business literature it is no longer reliant on parent disciplines such as organizational development or project management. Change management is itself in a state of change and growth - the number of jobs is increasing and organizations are actively seeking to build their change management capability. The Effective Change Manager's Handbook, the official guide to the CMI Body of Knowledge, is explicitly designed to help practitioners, employers and academics define and practice change management successfully and to develop change management maturity within their organization. A single-volume learning resource covering the range of underpinning knowledge required, it includes chapters from esteemed and established thought leaders on topics ranging from benefits management, stakeholder strategy, facilitation, change readiness, project management and education and learning support. Covering the whole process from planning to implementation, it offers practical tools, techniques and models to effectively support any change initiative. Includes bibliographical references and index. 01. A change management perspective -- 02. Defining change -- 03. Managing benefits -- 04. Stakeholder strategy -- 05. Communication and engagement -- 06. Change impact -- 07. Change readiness, planning and measurement -- 08. Project management -- 09. Education and learning support -- 10. Facilitation -- 11. Sustaining change -- 12. Personal and professional management -- 13. Organizational considerations. 01. A change management perspective -- Section A. Why change management matters -- 1. Organizations' experiences of change -- 2. Factors contributing to success in change management -- 3. Preparing the organization and seeing it through -- Section B. Change and the individual -- 1. The impact of the 'change curve' -- 2. Starting with 'endings' -- 3. Why people embrace or resist change -- motivation -- 4. Why people embrace or resist change -- individual differences -- 5. Why people embrace or resist change -- some findings from neuroscience -- 6. A word about resistance to change -- Section C. Change and the organization -- 1. How we think about organizations -- 2. Models of the change process -- 3. Types of organization change -- 4. Factors that help/hinder change -- Section D. Key roles in organizational change -- 1. Lifecycle of a successful change -- 2. What makes a good sponsor? -- 3. What makes a good change agent? -- 4. Change management and job titles -- 5. The key role of line management -- 6. Team structures and change -- Section E. Organizational culture and change -- 1. What we mean by 'organizational culture' -- 2. Key dimensions of culture -- 3. Relating 'culture' to types of change -- 4. Leadership and culture -- Section F. Emergent change -- 1. The roots of 'emergent change' -- 2. Change situations that require an emergent approach -- 3. Defining and moving towards a 'future state' -- 02. Defining change -- Section A. Aligning change with strategy -- 1. Background to strategy development -- 2. The far environment -- 3. The near environment -- 4. Business modelling -- 5. Strategic delivery processes -- 6. Strategy and change -- Section B. Drivers of change -- 1. The strategic context -- 2. Change analysis -- 3. Strategic change plan -- 4. Systems approach to change -- 5. Monitoring the external environment -- 6. Initial stakeholder engagement -- Section C. Developing vision -- 1. Viewpoints and perspectives of change -- 2. Developing a vision for change -- 3. Understanding and validating the vision. Section D. Change definition -- 1. Conceptual models of the future state -- 2. Change requirements -- capability analysis -- 3. Assessing the impact of change -- 4. Problems and concerns arising from change -- 03. Managing benefits -- Section A. Benefits management principles and processes -- 1. Benefits management processes -- 2. Benefits management principles -- Section B. Benefits identification, mapping and analysis -- 1. Benefits identification -- 2. Quantifying benefits -- 3. Completing the benefit profile -- 4. Benefits and the business case -- Section C. Planning benefits realization -- 1. Financial analysis -- 2. Benefits validation -- 3. Benefits prioritization -- 4. Baselining -- 5. Assessing change readiness -- 6. Identifying threats to benefits optimization -- 7. The benefits realization plan -- 8. The role of the change manager with regard to benefits management -- Section D. Supporting benefits realization -- 1. Transition management -- 2. Measuring and reporting on benefits realization -- 3. Identifying when intervention action is required -- 04. Stakeholder strategy -- Section A. Identifying and segmenting stakeholders -- 1. Identifying stakeholders -- 2. Segmenting stakeholders -- 3. Scoping engagement -- Section B. Stakeholder mapping and strategy -- 1. Stakeholder characteristics -- 2. Stakeholder interests -- 3. Power mapping -- 4. Attitude to the change/to you -- 5. Wins and losses -- 6. Readiness and resistance -- 7. Measuring ability -- 8. Profiling stakeholders -- 9. Personas and empathy maps -- 10. Stakeholder radar -- 11. Mapping in two dimensions -- 12. Determining engagement roles and responsibilities -- 13. Stakeholder strategy document -- Section C. Managing relationships and mobilizing stakeholders -- 1. Influencing strategies -- 2. Listening as a means of mobilization -- 3. The power of empathy and the other-perspective -- 4. Inertia and disconfirmation -- 5. Conversation in mobilization -- 6. Lead with meaning and emotion -- 7. Resistance to change as a key focus -- 8. Collaboration -- 9. Influencing through demonstration. 05. Communication and engagement -- Section A. Theory of effective communicating -- 1. Basics of communication theory -- 2. Cognitive biases -- the human dimension in communication -- 3. The need for feedback mechanisms -- 4. Interpersonal and mass communication -- 5. One-way versus two-way communication approaches -- 6. Role of communication to achieve engagement -- Section B. Communicating change -- 1. The emotional impact of change -- 2. Maintaining a people-focused approach to communication -- 3. Barriers to effective communication -- 4. Improving communication effectiveness -- 5. Encouraging engagement by appealing to hearts and minds -- Section C. Communication channels -- 1. Lean and rich communication channels -- 2. Three of the most essential channels -- 3. Fostering collaboration -- Section D. Communication planning -- 1. Developing a communication strategy for change -- 2. Developing the communication plan (when and how we will make it happen) -- Section E. Monitoring and evaluating communication effectiveness -- 1. Deciding what to measure -- 2. Capturing data -- 3. Monitoring and evaluating data -- 4. Reporting results and improving engagement -- 06. Change impact -- Section A. Assessing the impact of change -- 1. Identifying change impacts -- 2. Change severity assessment -- Section B. Assessing and managing the risks of change -- 1. Organizational risk management -- 2. Change risk register -- 3. Risk analysis -- 4. Mitigating actions -- 5. Communicating change risks -- Section C. Business continuity and contingency during change -- 1. Business continuity planning -- 2. BCP and the change process -- 07. Change readiness, planning and measurement -- Section A. Building individual motivation to change -- 1. Why work with individuals during change? -- 2. Expectancy theory and change -- 3. Increasing motivation for change -- 4. How to work with individuals in large changes -- Section B. Building organizational readiness for change -- 1. Factors that influence readiness for change and how to assess them -- 2. Laying the foundations for a successful change -- 3. Developing a change management plan -- Section C. Preparing for resistance -- 1. The 'psychological contract' -- 2. Common causes of resistance -- 3. Identifying likely areas of resistance -- 4. Types of resistance and symptoms to look out for -- 5. Common considerations for building a strategy to manage resistance -- 6. Supporting managers and supervisors -- 7. Building and sustaining momentum. Section D. Measuring change effectiveness -- 1. Measures of engagement -- 2. Methods of capturing information -- 3. Presenting data on employee engagement -- 08. Project management -- Section A. Change within project governance structures -- 1. Understanding the project environment -- 2. Project management tools -- 3. Identifying key roles and owners -- Section B. Establishing a project -- 1. Project set-up phase -- 2. Establishing the project team -- 3. Establishing the change management workstream -- Section C. Delivering a project -- 1. Definition phase -- 2. Implementation phase -- 3. Change management delivery -- Section D. Project completion and transition -- 1. Project completion -- 2. Business ownership of change -- 3. Transition to business as usual -- 09. Education and learning support -- Section A. Learning theory and skills development -- 1. The roots of learning theory -- 2. Learning and effective instruction -- 3. Learning and the individual learner -- 4. The learning process, performance and pressure -- 5. Attitudes -- beyond skills and knowledge -- Section B. Identifying and meeting learning needs -- 1. Identifying and analysing the needs (KSAs) -- 2. Job analysis -- 3. Training planning (with L & D -- collaboration is ideal) -- 4. Learning design and channels -- 5. Evaluating learning -- Section C. Behavioural change and coaching -- 1. Active listening in coaching and change -- 2. The role of feedback in behavioural change -- 3. Understanding coaching -- 4. Coaching and the change manager -- 10. Facilitation -- Section A. The role of the facilitator and the skills required -- 1. The role of the facilitator -- 2. Techniques of questioning -- Section B. Preparing a group process -- 1. Factors to be considered -- 2. Purpose -- setting objectives -- 3. Product -- techniques for capturing and organizing the information in a session -- 4. Participants -- selecting and preparing participants -- 5. Participants -- external facilitators -- 6. Process -- creating an agenda -- 7. Place -- selecting and preparing the venue -- 8. Practical tools -- technology in physical meetings -- 9. Probable issues -- what if? Section C. Facilitating a group process -- 1. Opening a session -- 2. Watching for group dynamics -- 3. Personality types and how they react in group settings -- 4. Techniques for intervening -- 5. Changing the agenda -- 6. Closing a session -- Section D. Virtual meetings -- 1. Selecting the technology -- 2. Issues in virtual meetings -- Section E. Facilitation structures and techniques -- 1. Basic principles -- 2. Structures -- 3. Techniques for building information -- 4. Techniques for prioritizing, decision making and reaching a consensus -- 5. Approaches to larger workshops -- 11. Sustaining change -- Section A. Sustaining change concepts -- 1. Concept of 'fit' -- 2. Systems thinking -- 3. Levers and leverage -- 4. Levels of adoption -- 5. Tipping point and critical mass -- 6. Reinforcing systems -- 7. Measuring change adoption -- 8. Transition management -- Section B. Useful checklists and tools -- 1. Planning to sustain change -- 2. Managing the transition -- 3. Adopting and embedding change -- making it stick and keeping it stuck -- 4. Change management tool -- sustaining change -- 12. Personal and professional management -- Section A. Leadership principles -- 1. Personal effectiveness -- 2. Self-awareness: putting yourself in the picture -- 3. Leadership and authenticity -- 4. Leadership approaches -- 5. Problem solving and creative thinking -- Section B. Building team effectiveness -- 1. Stages of team development -- 2. Developing an effective team -- 3. Balancing focus on results with effective people management -- 4. Overcoming the dysfunctions of a team -- 5. Working with a changing team or context -- 6. Leading virtual teams. Section C. Emotional intelligence -- 1. What is emotional intelligence? -- 2. Can I learn emotional intelligence? -- 3. Resilience -- 4. The emotionally intelligent change manager -- Section D. Effective influence -- 1. Sources of power -- 2. Influencing styles and approaches -- 3. Influencing models -- Section E. Negotiating -- 1. Defining negotiation -- 2. Approaches to negotiation -- 3. Phases of negotiation -- 4. Conducting negotiations -- 5. Emotionally intelligent negotiating -- 6. Cultural impacts on negotiation strategies -- Section F. Conflict management -- 1. What does conflict mean? -- 2. Sources of conflict -- 3. Conflict resolution versus conflict management -- 4. Maximizing the positive aspects of conflict -- 5. Knowing your preferred style -- 6. The effects of each conflict management style -- 13. Organizational considerations -- Section A. The change manager and Human Resources (HR) -- 1. Engaging with HR -- 2. Understanding how HR is organized -- 3. Employment legislation and change management -- 4. Change management and HR policy -- 5. Employee relations -- 6. The impact of organizational design -- 7. Using HR expertise to embed change -- Section B. Safety, health and environment issues in change -- 1. What is SHE to an organization? -- 2. SHE management -- 3. How does change management interact with SHE? -- 4. Managing SHE during change -- Section C. Process optimization in organizations -- 1. Process mapping -- 2. Mapping techniques -- 3. Interpretation of process maps -- 4. The value of a specialist in process mapping -- Section D. Financial management for change managers -- 1. An, a picture and some common terms -- 2. How financial information is reported -- 3. Planning the organization's finances -- 4. The value of a change initiative. Organizational change Management. Project management. http://id.loc.gov/authorities/subjects/sh85065919 Business planning. http://id.loc.gov/authorities/subjects/sh85032906 Organizational change. http://id.loc.gov/authorities/subjects/sh85095525 Changement organisationnel. Gestion de projet. Management & management techniques. bicssc BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Business planning fast Organizational change Management fast Project management fast Management and management techniques. thema Smith, Richard, editor. King, David, editor. Sidhu, Ranjit, editor. Skelsey, Dan, editor. Print version: Smith, Richard. Effective Change Manager's Handbook : Essential Guidance to the Change Management Body of Knowledge. London : Kogan Page, ©2014 9780749473075 FWS01 ZDB-4-EBU FWS_PDA_EBU https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=879851 Volltext |
| spellingShingle | The effective change manager's handbook : essential guidance to the change management body of knowledge / 01. A change management perspective -- 02. Defining change -- 03. Managing benefits -- 04. Stakeholder strategy -- 05. Communication and engagement -- 06. Change impact -- 07. Change readiness, planning and measurement -- 08. Project management -- 09. Education and learning support -- 10. Facilitation -- 11. Sustaining change -- 12. Personal and professional management -- 13. Organizational considerations. A change management perspective -- Why change management matters -- Organizations' experiences of change -- Factors contributing to success in change management -- Preparing the organization and seeing it through -- Change and the individual -- The impact of the 'change curve' -- Starting with 'endings' -- Why people embrace or resist change -- motivation -- Why people embrace or resist change -- individual differences -- Why people embrace or resist change -- some findings from neuroscience -- A word about resistance to change -- Change and the organization -- How we think about organizations -- Models of the change process -- Types of organization change -- Factors that help/hinder change -- Key roles in organizational change -- Lifecycle of a successful change -- What makes a good sponsor? -- What makes a good change agent? -- Change management and job titles -- The key role of line management -- Team structures and change -- Organizational culture and change -- What we mean by 'organizational culture' -- Key dimensions of culture -- Relating 'culture' to types of change -- Leadership and culture -- Emergent change -- The roots of 'emergent change' -- Change situations that require an emergent approach -- Defining and moving towards a 'future state' -- Defining change -- Aligning change with strategy -- Background to strategy development -- The far environment -- The near environment -- Business modelling -- Strategic delivery processes -- Strategy and change -- Drivers of change -- The strategic context -- Change analysis -- Strategic change plan -- Systems approach to change -- Monitoring the external environment -- Initial stakeholder engagement -- Developing vision -- Viewpoints and perspectives of change -- Developing a vision for change -- Understanding and validating the vision. Change definition -- Conceptual models of the future state -- Change requirements -- capability analysis -- Assessing the impact of change -- Problems and concerns arising from change -- Managing benefits -- Benefits management principles and processes -- Benefits management processes -- Benefits management principles -- Benefits identification, mapping and analysis -- Benefits identification -- Quantifying benefits -- Completing the benefit profile -- Benefits and the business case -- Planning benefits realization -- Financial analysis -- Benefits validation -- Benefits prioritization -- Baselining -- Assessing change readiness -- Identifying threats to benefits optimization -- The benefits realization plan -- The role of the change manager with regard to benefits management -- Supporting benefits realization -- Transition management -- Measuring and reporting on benefits realization -- Identifying when intervention action is required -- Stakeholder strategy -- Identifying and segmenting stakeholders -- Identifying stakeholders -- Segmenting stakeholders -- Scoping engagement -- Stakeholder mapping and strategy -- Stakeholder characteristics -- Stakeholder interests -- Power mapping -- Attitude to the change/to you -- Wins and losses -- Readiness and resistance -- Measuring ability -- Profiling stakeholders -- Personas and empathy maps -- Stakeholder radar -- Mapping in two dimensions -- Determining engagement roles and responsibilities -- Stakeholder strategy document -- Managing relationships and mobilizing stakeholders -- Influencing strategies -- Listening as a means of mobilization -- The power of empathy and the other-perspective -- Inertia and disconfirmation -- Conversation in mobilization -- Lead with meaning and emotion -- Resistance to change as a key focus -- Collaboration -- Influencing through demonstration. Communication and engagement -- Theory of effective communicating -- Basics of communication theory -- Cognitive biases -- the human dimension in communication -- The need for feedback mechanisms -- Interpersonal and mass communication -- One-way versus two-way communication approaches -- Role of communication to achieve engagement -- Communicating change -- The emotional impact of change -- Maintaining a people-focused approach to communication -- Barriers to effective communication -- Improving communication effectiveness -- Encouraging engagement by appealing to hearts and minds -- Communication channels -- Lean and rich communication channels -- Three of the most essential channels -- Fostering collaboration -- Communication planning -- Developing a communication strategy for change -- Developing the communication plan (when and how we will make it happen) -- Monitoring and evaluating communication effectiveness -- Deciding what to measure -- Capturing data -- Monitoring and evaluating data -- Reporting results and improving engagement -- Change impact -- Identifying change impacts -- Change severity assessment -- Assessing and managing the risks of change -- Organizational risk management -- Change risk register -- Risk analysis -- Mitigating actions -- Communicating change risks -- Business continuity and contingency during change -- Business continuity planning -- BCP and the change process -- Change readiness, planning and measurement -- Building individual motivation to change -- Why work with individuals during change? -- Expectancy theory and change -- Increasing motivation for change -- How to work with individuals in large changes -- Building organizational readiness for change -- Factors that influence readiness for change and how to assess them -- Laying the foundations for a successful change -- Developing a change management plan -- Preparing for resistance -- The 'psychological contract' -- Common causes of resistance -- Identifying likely areas of resistance -- Types of resistance and symptoms to look out for -- Common considerations for building a strategy to manage resistance -- Supporting managers and supervisors -- Building and sustaining momentum. Measuring change effectiveness -- Measures of engagement -- Methods of capturing information -- Presenting data on employee engagement -- Project management -- Change within project governance structures -- Understanding the project environment -- Project management tools -- Identifying key roles and owners -- Establishing a project -- Project set-up phase -- Establishing the project team -- Establishing the change management workstream -- Delivering a project -- Definition phase -- Implementation phase -- Change management delivery -- Project completion and transition -- Project completion -- Business ownership of change -- Transition to business as usual -- Education and learning support -- Learning theory and skills development -- The roots of learning theory -- Learning and effective instruction -- Learning and the individual learner -- The learning process, performance and pressure -- Attitudes -- beyond skills and knowledge -- Identifying and meeting learning needs -- Identifying and analysing the needs (KSAs) -- Job analysis -- Training planning (with L & D -- collaboration is ideal) -- Learning design and channels -- Evaluating learning -- Behavioural change and coaching -- Active listening in coaching and change -- The role of feedback in behavioural change -- Understanding coaching -- Coaching and the change manager -- Facilitation -- The role of the facilitator and the skills required -- The role of the facilitator -- Techniques of questioning -- Preparing a group process -- Factors to be considered -- Purpose -- setting objectives -- Product -- techniques for capturing and organizing the information in a session -- Participants -- selecting and preparing participants -- Participants -- external facilitators -- Process -- creating an agenda -- Place -- selecting and preparing the venue -- Practical tools -- technology in physical meetings -- Probable issues -- what if? Facilitating a group process -- Opening a session -- Watching for group dynamics -- Personality types and how they react in group settings -- Techniques for intervening -- Changing the agenda -- Closing a session -- Virtual meetings -- Selecting the technology -- Issues in virtual meetings -- Facilitation structures and techniques -- Basic principles -- Structures -- Techniques for building information -- Techniques for prioritizing, decision making and reaching a consensus -- Approaches to larger workshops -- Sustaining change -- Sustaining change concepts -- Concept of 'fit' -- Systems thinking -- Levers and leverage -- Levels of adoption -- Tipping point and critical mass -- Reinforcing systems -- Measuring change adoption -- Useful checklists and tools -- Planning to sustain change -- Managing the transition -- Adopting and embedding change -- making it stick and keeping it stuck -- Change management tool -- sustaining change -- Personal and professional management -- Leadership principles -- Personal effectiveness -- Self-awareness: putting yourself in the picture -- Leadership and authenticity -- Leadership approaches -- Problem solving and creative thinking -- Building team effectiveness -- Stages of team development -- Developing an effective team -- Balancing focus on results with effective people management -- Overcoming the dysfunctions of a team -- Working with a changing team or context -- Leading virtual teams. Emotional intelligence -- What is emotional intelligence? -- Can I learn emotional intelligence? -- Resilience -- The emotionally intelligent change manager -- Effective influence -- Sources of power -- Influencing styles and approaches -- Influencing models -- Negotiating -- Defining negotiation -- Approaches to negotiation -- Phases of negotiation -- Conducting negotiations -- Emotionally intelligent negotiating -- Cultural impacts on negotiation strategies -- Conflict management -- What does conflict mean? -- Sources of conflict -- Conflict resolution versus conflict management -- Maximizing the positive aspects of conflict -- Knowing your preferred style -- The effects of each conflict management style -- Organizational considerations -- The change manager and Human Resources (HR) -- Engaging with HR -- Understanding how HR is organized -- Employment legislation and change management -- Change management and HR policy -- Employee relations -- The impact of organizational design -- Using HR expertise to embed change -- Safety, health and environment issues in change -- What is SHE to an organization? -- SHE management -- How does change management interact with SHE? -- Managing SHE during change -- Process optimization in organizations -- Process mapping -- Mapping techniques -- Interpretation of process maps -- The value of a specialist in process mapping -- Financial management for change managers -- An, a picture and some common terms -- How financial information is reported -- Planning the organization's finances -- The value of a change initiative. Organizational change Management. Project management. http://id.loc.gov/authorities/subjects/sh85065919 Business planning. http://id.loc.gov/authorities/subjects/sh85032906 Organizational change. http://id.loc.gov/authorities/subjects/sh85095525 Changement organisationnel. Gestion de projet. Management & management techniques. bicssc BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Business planning fast Organizational change Management fast Project management fast Management and management techniques. thema |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85065919 http://id.loc.gov/authorities/subjects/sh85032906 http://id.loc.gov/authorities/subjects/sh85095525 |
| title | The effective change manager's handbook : essential guidance to the change management body of knowledge / |
| title_alt | A change management perspective -- Why change management matters -- Organizations' experiences of change -- Factors contributing to success in change management -- Preparing the organization and seeing it through -- Change and the individual -- The impact of the 'change curve' -- Starting with 'endings' -- Why people embrace or resist change -- motivation -- Why people embrace or resist change -- individual differences -- Why people embrace or resist change -- some findings from neuroscience -- A word about resistance to change -- Change and the organization -- How we think about organizations -- Models of the change process -- Types of organization change -- Factors that help/hinder change -- Key roles in organizational change -- Lifecycle of a successful change -- What makes a good sponsor? -- What makes a good change agent? -- Change management and job titles -- The key role of line management -- Team structures and change -- Organizational culture and change -- What we mean by 'organizational culture' -- Key dimensions of culture -- Relating 'culture' to types of change -- Leadership and culture -- Emergent change -- The roots of 'emergent change' -- Change situations that require an emergent approach -- Defining and moving towards a 'future state' -- Defining change -- Aligning change with strategy -- Background to strategy development -- The far environment -- The near environment -- Business modelling -- Strategic delivery processes -- Strategy and change -- Drivers of change -- The strategic context -- Change analysis -- Strategic change plan -- Systems approach to change -- Monitoring the external environment -- Initial stakeholder engagement -- Developing vision -- Viewpoints and perspectives of change -- Developing a vision for change -- Understanding and validating the vision. Change definition -- Conceptual models of the future state -- Change requirements -- capability analysis -- Assessing the impact of change -- Problems and concerns arising from change -- Managing benefits -- Benefits management principles and processes -- Benefits management processes -- Benefits management principles -- Benefits identification, mapping and analysis -- Benefits identification -- Quantifying benefits -- Completing the benefit profile -- Benefits and the business case -- Planning benefits realization -- Financial analysis -- Benefits validation -- Benefits prioritization -- Baselining -- Assessing change readiness -- Identifying threats to benefits optimization -- The benefits realization plan -- The role of the change manager with regard to benefits management -- Supporting benefits realization -- Transition management -- Measuring and reporting on benefits realization -- Identifying when intervention action is required -- Stakeholder strategy -- Identifying and segmenting stakeholders -- Identifying stakeholders -- Segmenting stakeholders -- Scoping engagement -- Stakeholder mapping and strategy -- Stakeholder characteristics -- Stakeholder interests -- Power mapping -- Attitude to the change/to you -- Wins and losses -- Readiness and resistance -- Measuring ability -- Profiling stakeholders -- Personas and empathy maps -- Stakeholder radar -- Mapping in two dimensions -- Determining engagement roles and responsibilities -- Stakeholder strategy document -- Managing relationships and mobilizing stakeholders -- Influencing strategies -- Listening as a means of mobilization -- The power of empathy and the other-perspective -- Inertia and disconfirmation -- Conversation in mobilization -- Lead with meaning and emotion -- Resistance to change as a key focus -- Collaboration -- Influencing through demonstration. Communication and engagement -- Theory of effective communicating -- Basics of communication theory -- Cognitive biases -- the human dimension in communication -- The need for feedback mechanisms -- Interpersonal and mass communication -- One-way versus two-way communication approaches -- Role of communication to achieve engagement -- Communicating change -- The emotional impact of change -- Maintaining a people-focused approach to communication -- Barriers to effective communication -- Improving communication effectiveness -- Encouraging engagement by appealing to hearts and minds -- Communication channels -- Lean and rich communication channels -- Three of the most essential channels -- Fostering collaboration -- Communication planning -- Developing a communication strategy for change -- Developing the communication plan (when and how we will make it happen) -- Monitoring and evaluating communication effectiveness -- Deciding what to measure -- Capturing data -- Monitoring and evaluating data -- Reporting results and improving engagement -- Change impact -- Identifying change impacts -- Change severity assessment -- Assessing and managing the risks of change -- Organizational risk management -- Change risk register -- Risk analysis -- Mitigating actions -- Communicating change risks -- Business continuity and contingency during change -- Business continuity planning -- BCP and the change process -- Change readiness, planning and measurement -- Building individual motivation to change -- Why work with individuals during change? -- Expectancy theory and change -- Increasing motivation for change -- How to work with individuals in large changes -- Building organizational readiness for change -- Factors that influence readiness for change and how to assess them -- Laying the foundations for a successful change -- Developing a change management plan -- Preparing for resistance -- The 'psychological contract' -- Common causes of resistance -- Identifying likely areas of resistance -- Types of resistance and symptoms to look out for -- Common considerations for building a strategy to manage resistance -- Supporting managers and supervisors -- Building and sustaining momentum. Measuring change effectiveness -- Measures of engagement -- Methods of capturing information -- Presenting data on employee engagement -- Project management -- Change within project governance structures -- Understanding the project environment -- Project management tools -- Identifying key roles and owners -- Establishing a project -- Project set-up phase -- Establishing the project team -- Establishing the change management workstream -- Delivering a project -- Definition phase -- Implementation phase -- Change management delivery -- Project completion and transition -- Project completion -- Business ownership of change -- Transition to business as usual -- Education and learning support -- Learning theory and skills development -- The roots of learning theory -- Learning and effective instruction -- Learning and the individual learner -- The learning process, performance and pressure -- Attitudes -- beyond skills and knowledge -- Identifying and meeting learning needs -- Identifying and analysing the needs (KSAs) -- Job analysis -- Training planning (with L & D -- collaboration is ideal) -- Learning design and channels -- Evaluating learning -- Behavioural change and coaching -- Active listening in coaching and change -- The role of feedback in behavioural change -- Understanding coaching -- Coaching and the change manager -- Facilitation -- The role of the facilitator and the skills required -- The role of the facilitator -- Techniques of questioning -- Preparing a group process -- Factors to be considered -- Purpose -- setting objectives -- Product -- techniques for capturing and organizing the information in a session -- Participants -- selecting and preparing participants -- Participants -- external facilitators -- Process -- creating an agenda -- Place -- selecting and preparing the venue -- Practical tools -- technology in physical meetings -- Probable issues -- what if? Facilitating a group process -- Opening a session -- Watching for group dynamics -- Personality types and how they react in group settings -- Techniques for intervening -- Changing the agenda -- Closing a session -- Virtual meetings -- Selecting the technology -- Issues in virtual meetings -- Facilitation structures and techniques -- Basic principles -- Structures -- Techniques for building information -- Techniques for prioritizing, decision making and reaching a consensus -- Approaches to larger workshops -- Sustaining change -- Sustaining change concepts -- Concept of 'fit' -- Systems thinking -- Levers and leverage -- Levels of adoption -- Tipping point and critical mass -- Reinforcing systems -- Measuring change adoption -- Useful checklists and tools -- Planning to sustain change -- Managing the transition -- Adopting and embedding change -- making it stick and keeping it stuck -- Change management tool -- sustaining change -- Personal and professional management -- Leadership principles -- Personal effectiveness -- Self-awareness: putting yourself in the picture -- Leadership and authenticity -- Leadership approaches -- Problem solving and creative thinking -- Building team effectiveness -- Stages of team development -- Developing an effective team -- Balancing focus on results with effective people management -- Overcoming the dysfunctions of a team -- Working with a changing team or context -- Leading virtual teams. Emotional intelligence -- What is emotional intelligence? -- Can I learn emotional intelligence? -- Resilience -- The emotionally intelligent change manager -- Effective influence -- Sources of power -- Influencing styles and approaches -- Influencing models -- Negotiating -- Defining negotiation -- Approaches to negotiation -- Phases of negotiation -- Conducting negotiations -- Emotionally intelligent negotiating -- Cultural impacts on negotiation strategies -- Conflict management -- What does conflict mean? -- Sources of conflict -- Conflict resolution versus conflict management -- Maximizing the positive aspects of conflict -- Knowing your preferred style -- The effects of each conflict management style -- Organizational considerations -- The change manager and Human Resources (HR) -- Engaging with HR -- Understanding how HR is organized -- Employment legislation and change management -- Change management and HR policy -- Employee relations -- The impact of organizational design -- Using HR expertise to embed change -- Safety, health and environment issues in change -- What is SHE to an organization? -- SHE management -- How does change management interact with SHE? -- Managing SHE during change -- Process optimization in organizations -- Process mapping -- Mapping techniques -- Interpretation of process maps -- The value of a specialist in process mapping -- Financial management for change managers -- An, a picture and some common terms -- How financial information is reported -- Planning the organization's finances -- The value of a change initiative. |
| title_auth | The effective change manager's handbook : essential guidance to the change management body of knowledge / |
| title_exact_search | The effective change manager's handbook : essential guidance to the change management body of knowledge / |
| title_full | The effective change manager's handbook : essential guidance to the change management body of knowledge / edited by Richard Smith, David King, Ranjit Sidhu and Dan Skelsey. |
| title_fullStr | The effective change manager's handbook : essential guidance to the change management body of knowledge / edited by Richard Smith, David King, Ranjit Sidhu and Dan Skelsey. |
| title_full_unstemmed | The effective change manager's handbook : essential guidance to the change management body of knowledge / edited by Richard Smith, David King, Ranjit Sidhu and Dan Skelsey. |
| title_short | The effective change manager's handbook : |
| title_sort | effective change manager s handbook essential guidance to the change management body of knowledge |
| title_sub | essential guidance to the change management body of knowledge / |
| topic | Organizational change Management. Project management. http://id.loc.gov/authorities/subjects/sh85065919 Business planning. http://id.loc.gov/authorities/subjects/sh85032906 Organizational change. http://id.loc.gov/authorities/subjects/sh85095525 Changement organisationnel. Gestion de projet. Management & management techniques. bicssc BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Business planning fast Organizational change Management fast Project management fast Management and management techniques. thema |
| topic_facet | Organizational change Management. Project management. Business planning. Organizational change. Changement organisationnel. Gestion de projet. Management & management techniques. BUSINESS & ECONOMICS Industrial Management. BUSINESS & ECONOMICS Management. BUSINESS & ECONOMICS Management Science. BUSINESS & ECONOMICS Organizational Behavior. Business planning Organizational change Management Project management Management and management techniques. |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=879851 |
| work_keys_str_mv | AT smithrichard theeffectivechangemanagershandbookessentialguidancetothechangemanagementbodyofknowledge AT kingdavid theeffectivechangemanagershandbookessentialguidancetothechangemanagementbodyofknowledge AT sidhuranjit theeffectivechangemanagershandbookessentialguidancetothechangemanagementbodyofknowledge AT skelseydan theeffectivechangemanagershandbookessentialguidancetothechangemanagementbodyofknowledge AT smithrichard effectivechangemanagershandbookessentialguidancetothechangemanagementbodyofknowledge AT kingdavid effectivechangemanagershandbookessentialguidancetothechangemanagementbodyofknowledge AT sidhuranjit effectivechangemanagershandbookessentialguidancetothechangemanagementbodyofknowledge AT skelseydan effectivechangemanagershandbookessentialguidancetothechangemanagementbodyofknowledge |