Managing change in organizations:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow ; Munich [u.a.]
Financial Times/Prentice Hall
2007
|
| Ausgabe: | 5. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVI, 365 S. graph. Darst. |
| ISBN: | 9780273704140 |
Internformat
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| 250 | |a 5. ed. | ||
| 264 | 1 | |a Harlow ; Munich [u.a.] |b Financial Times/Prentice Hall |c 2007 | |
| 300 | |a XVI, 365 S. |b graph. Darst. | ||
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Datensatz im Suchindex
| _version_ | 1804138634112139264 |
|---|---|
| adam_text | ШШШШ
Preface
xv
Acknowledgements
xvii
Part I The challenge of organization change
1
The challenge of change
3
Introduction
3
The profile of ambition
5
Implementation
7
Change architecture
8
Conclusion
11
Exercises
11
2
Organization structures: choice and leadership
12
Introduction
12
Management structures and management in action
13
The entrepreneurial structure
13
The functional structure
14
The product structure
14
The divisional structure
14
The matrix structure
15
The federal structure
16
Management in action
16
The dilemmas of organization
18
Centralization versus decentralization
18
For centralization
19
For decentralization
19
Global versus local
21
Efficiency versus effectiveness
21
Professionals versus line management
22
From control to commitment
24
Change versus stability
27
Leadership and excellence
27
Strategy and structure
29
Managerial performance
34
Conclusion
35
Exercises
36
3
The transformation perspective
Introduction
New rules for the organizational game
Changing organizations
Transforming the organization
The value-added organization
The network organization
Conclusion
Exercises
Part
ti
Theories of organization change
4
Theories of change: traditional models
Introduction
The clinical approach
Linear approaches
Systems theory
Emergent approaches to change
Conclusion
Exercises
5
Theories of change: critical perspectives
Introduction
Emerging thinking about organizational change
Critical theory
Postmodernism
Complexity theory
Experience-based design
Social movements and large-scale change
The evolution of theory about organization change
Conclusion
Exercises
6
Theories of change: strategic management models
Introduction
Strategic management: the resource-based view
The level of ambition
Radical or transformational change
Conclusion
Exercises
^^
7
Organizations in the twenty-first century:
the value-added organization
Introduction
Changing the rules of the game
Techniques for a value-added organization
Stage A1
:
Business capability profile
Stage A2: Value-added metric
Stage B: Process design
-
mapping the value flow
1
Value-added design
2
Estimate value-added problems of command
and control mode
3
Value-added clusters
4
Value-added contributions
Stage C: The balanced scorecard
The workshop activity
Selecting the measures
Creating an implementation plan
Conclusion
Exercises
8
Sustaining organizational effectiveness
Introduction
Blocks to problem solving and change
Perceptual blocks
Emotional blocks
Cultural blocks
Environmental blocks
Cognitive blocks
Working through the blocks
Limits to problem solving
Organizations and rationality
An example: organization and counter-rational behaviour
Contingency, choice and organizational environments
Organization design, resources and complexity
Criticisms of the contingency approach
The innovative organization
Conclusion
Exercises
9
Leadership
in practice 148
Introduction
148
All things to all men!
149
Leadership, vision and strategy
150
Leaders and situations
151
The context of leadership
154
Managers and leadership
156
Leadership and human scale
158
Conclusion
159
Exercises
159
10
The learning organization
ібо
Introduction
160
Changing perceptions of organization
161
Disciplines for the learning organization
164
Convergence and the learning organization
167
Competence development in handling change
169
Conclusion
170
Exercises
171
11
Strategies for change
172
Introduction
172
Management performance and learning
182
Effective team work
182
Effective organizational structures and systems
182
Organizational change
183
Learning from changing
183
Conclusion
184
Exercises
185
PartlV Change management techniques
12
Diagnosing change
189
Introduction
189
Monitoring performance, measuring effectiveness
190
Efficiency and effectiveness
191
Techniques for assessment
194
Assessing organizational effectiveness: exercise
194
Part
1:
Functional analysis
195
Part
2:
Organizational diagnosis 2Q
Understanding the human dimension of change
206
Rational-economic man
207
Social man
208
Contents
Self-actualízing
man
208
Complex man
209
The change equation
210
Authenticity in diagnosis
221
Insightful organizational diagnosis
222
Effective change architecture
223
Adaptive culture
223
Conclusion
223
Exercises
223
13
Managing major changes
224
Introduction
224
Managerial skills for effective organizational change
225
Managing transitions
225
Dealing with organizational culture: a major financial institution
229
The organizational culture: a major financial institution
230
Managing in different cultures
231
Implementation
232
The politics of organizational change
232
Managing change
234
Coping with organizational change
235
Rebuilding self-esteem
236
Coping with change
238
The coping cycle
240
Stage
1 :
Denial
240
Stage
2:
Defence
242
Stage
3:
Discarding
242
Stage
4:
Adaptation
243
Stage
5:
Internalizaron
243
Coping with the process of change
244
Coping with change: issues to be faced
244
Know yourself
244
Know your situation
246
Know others who can help
247
Working on self-esteem
248
Crafting change for the individual
249
Providing information
250
Give people time
251
Involving people
251
Advantages and disadvantages of involving people
252
Advantages
252
Disadvantages
252
Conclusion
253
Exercises
253
14
Change architecture
254
Introduction
254
Cycles
of
change
255
Awareness
255
Capability
256
Inclusion
256
Stage
1 :
Beginnings
256
Stage
2:
Focusing
256
Stage
3:
Inclusion
257
Learning and
change
258
Programmes
of
change
261
Learning
265
Central management
269
Local management
270
Change architecture:
blocks
272
Step
1 :
Creating a guiding
coalition
276
Step
2:
Visioning
the
future
276
Step
3:
Identifying gaps
276
Step
4:
Mapping
276
Step
5:
Modelling the dynamics of the vision
276
Conclusion
278
Exercises
279
15
A strategy for organizational effectiveness 280
Introduction
280
Force field analysis
280
The implementation exercise (checklists
1
and
2) 281
Problems and solutions
281
Checklist
1 :
Readiness for change
281
Checklist
2:
Managing change
286
The self-assessment exercise (checklist
3) 288
Conclusion
290
Exercises
291
Part
V
Strategic change
16
Learning from change
295
Introduction
295
Managing change for management development
299
The management of crisis and turnaround
301
Conclusion
306
Exercises
306
Contents
17
Culture
models and organization change
307
Introduction
307
What is organization culture?
308
Models of organizational culture
311
Hofstede
311
Deal and Kennedy
311
Handy
312
The work of Ed
Schein
313
Trompenars
313
Goffee and Jones
314
Managing corporate politics
316
Leadership and corporate politics
319
Coping with conflict
320
Some things that managers cannot do much about
320
Decision making is neither a rational nor an orderly process
320
Conflicting demands
322
Uncertainty
322
Bias
322
External forces
322
Some things that top and middle managers can do
322
Set and sustain values
323
Support problem solving and risk
323
Design systems to support action
323
Focus on the manageable
323
In an uncertain world managers cannot be everywhere
323
Spend time on the problem/project
323
Interpret the traditions of the organization around the new systems,
procedures and solutions
324
Manage the timing effectively
324
Managing corporate politics
324
Conclusion
325
Exercises
325
18
Strategic convergence: a new model
for organization change
326
Introduction
326
Ambition in change
328
Components of change architecture
329
Performance characteristics of change architecture
330
Ensuring appropriate structure
331
Resonance
331
Change culture
332
Change leadership
333
Accelerator effect
334
A framework for assessing capability to change
335
Conclusion
336
Appendix: The change capability framework
336
9
Strategies for corporate transformation
340
Introduction
340
Market-induced change
340
Learning as a transformational resource
342
Strategy for corporate transformation
342
Conclusion
344
Exercises
344
References
345
Index
355
|
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| spelling | Carnall, Colin A. Verfasser aut Managing change in organizations Colin A. Carnall 5. ed. Harlow ; Munich [u.a.] Financial Times/Prentice Hall 2007 XVI, 365 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organizational change Strategic planning Organisationswandel (DE-588)4075693-2 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Unternehmensentwicklung (DE-588)4125011-4 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Organisationswandel (DE-588)4075693-2 s Management (DE-588)4037278-9 s DE-604 Unternehmensentwicklung (DE-588)4125011-4 s 2\p DE-604 Digitalisierung UB Passau application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017128819&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Carnall, Colin A. Managing change in organizations Organizational change Strategic planning Organisationswandel (DE-588)4075693-2 gnd Management (DE-588)4037278-9 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd |
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| title | Managing change in organizations |
| title_auth | Managing change in organizations |
| title_exact_search | Managing change in organizations |
| title_full | Managing change in organizations Colin A. Carnall |
| title_fullStr | Managing change in organizations Colin A. Carnall |
| title_full_unstemmed | Managing change in organizations Colin A. Carnall |
| title_short | Managing change in organizations |
| title_sort | managing change in organizations |
| topic | Organizational change Strategic planning Organisationswandel (DE-588)4075693-2 gnd Management (DE-588)4037278-9 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd |
| topic_facet | Organizational change Strategic planning Organisationswandel Management Unternehmensentwicklung Lehrbuch |
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