The theory and practice of change management:
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Houndmills [u.a.]
Palgrave Macmillan
2010
|
| Edition: | 3. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Item Description: | Literaturangaben |
| Physical Description: | XXII, 466 S. graph. Darst. |
| ISBN: | 9780230210691 |
Staff View
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Record in the Search Index
| _version_ | 1804141076143931392 |
|---|---|
| adam_text | Titel: The theory and practice of change management
Autor: Hayes, John
Jahr: 2010
Contents
List of figures and tables ix
List of case studies xi
List of research reports, examples and change tools xii
Preface xiv
Acknowledgements xx
Abbreviations xxii
Introduction and overview 1
Part I The ndi ? , ? 14
1 Patterns of change 16
2 The process of change management 40
Part II Reeogmx* - i *. - ~ ? *r
the -¦ Toe qe c* ---a 58
3 Recognizing the need for change 60
4 Starting the change process 72
Part III Diagnosis 84
5 Open systems models and alignment 87
6 Other diagnostic models 105
7 Gathering and interpreting information for diagnosis 122
Parrt IV Managing th-a people issues 140
8 Power, politics and stakeholder management 143
9 The role of leadership in change management 159
10 Communicating change 174
11 Motivating others to change 191
12 Managing personal transitions 208
13 Modes of intervening 223
Part V Planning and preparing for change 240
14 Shaping implementation strategies 243
15 Developing a change plan 258
ft
C ONTENTS
16 Types of intervention 270
17 Selecting interventions 283
Part VI Implementing change 300
18 Collective learning in organizations 304
19 Action research 325
20 Appreciative inquiry 337
21 Training and development 350
22 High performance management 359
23 Business process re-engineering 370
24 Lean 379
25 Restructuring for strategic gain: mergers and acquisitions 394
26 Merging groups: combining people for enhanced
performance 407
Part VII Reviewing change 426
27 Reviewing change 427
Part VIII Sustaining change 436
28 Making change stick 438
29 Spreading change 448
30 Pulling it all together: a concluding case study 456
Author index 458
Subject index 463
List of figures
and tables
Figures
1.2
1.3
1.4
1.5
1.6
2.1
2.2
2.3
3.1
3.2
5.1
5.2
5.3
5.4
6.1
6.2
6.3
6.4
6.5
6.6
6.7
6.8
6.9
7.1
7.2
9.1
9.2
9.3
10.1
10.2
10.3
10.4
11.1
11.2
12.1
12.2
14.1
15.1
15.2
15.3
15.4
Pattern of industry evolution 17
Punctuated equilibrium: a recurring pattern of continuous and transformational change 25
Types of organizational change 26
Internal alignment 28
Lewin s three-step change process 29
Intensity of change 30
A force field 43
Steps in the change process 47
The relationship between Chapters 3-29 and the generic process model of change 55
The trap of success 61
Examples of functional misalignment 66
A causal map of a diagnostic model 92
The organization as an open system 93
Kotter s integrative model of organizational dynamics 95
Congruence model 99
Strebel s cycle of competitive behaviour 107
Greiner s five phases of growth 109
Flamholtz s pyramid of organizational development 110
The absorptive capacity/tipping point framework for growth firm states 112
The 7S model 113
Weisbord s six-box model 114
The Burke-Litwin causal model of organizational performance and change 115
The transformational factors 116
CEO s model of causal relationships affecting performance of SSSE 119
A force field 129
Results of the 1993 BBC staff survey 131
Strategic coupling 166
Organizational coupling 167
Environmental coupling 167
Effectiveness of communication strategies 179
Dynamics giving rise to organizational silence 180
An oversimplified model of the interview 183
The interaction between change agents and organizational members 184
The expectancy model of motivation igg
An expectancy model of the motivation to support or resist change 196
Bridges model of transition 214
Transition phases 215
A continuum of intervention strategies 252
The Awakishi diagram 260
Change participants perceptions of the appeal and likelihood of the change 261
Clarity of end state and content and structure of the plan 262
A matrix organization structure 264
jj --------- LIST OF FIGURES AND TABLES
15.5 A critical path analysis 265
16.1 Developments in types of intervention over the past century 271
16.2 Cummings and Worley s typology of interventions based on focal issues 278
17.1 A three-dimensional model to aid choice of interventions 286
17.2 Examples of human process interventions 287
17.3 Examples of technostructural interventions 287
17.4 Examples of human resource interventions 288
17.5 Examples of strategic interventions 288
18.1 Individual learning 305
18.2 Individual and collective learning in organizations 306
18.3 A conference method for developing a preferred future 314
18.4 Double loop learning 319
19.1 The experiential learning model 326
19.2 The action research process 329
19.3 The action research process at Freedman House 332
19.4 The meeting canoe 333
20.1 The five steps of an appreciative inquiry 342
23.1 GP referral for a routine X-ray at a local hospital 373
24.1 Parts being pulled in response to customer requests 383
24.2 The Toyota Production System house 384
25.1 The acquisition process 396
25.2 Acquisition objectives and the required degree of integration 401
26.1 Acquired firm s preferred mode of acculturation 412
26.2 Acquiring firm s preferred mode of acculturation 412
26.3 Acculturative model for implementing organizational fit 413
26.4 Suitable culture 417
26.5 Transition phases 420
27.1 Translating the change strategy into a set of operational goals 432
27.2 The service profit chain 432
27.3 Factors affecting how people respond to the change 434
28.1 Classes of sustainability at cell level 439
28.2 Factory-level improvement model 440
28.3 A push approach to securing change 441
Tables
2.1 Possible actions 41
5.1 Examples of the kind of information that might be attended to 88
5.2 Interdependences between elements 91
5.3 An example of a matrix of interdependencies 91
5.4 Mechanistic and organic organization forms 94
5.5 Examples of element states that do and do not facilitate system adaptation 98
7.1 Examples of questions asked in a BBC staff survey 124
7.2 A simple SWOT template 134
7.3 A more detailed SWOT template 134
7.4 Using SWOT to develop action plans 135
8.1 Positive frame 148
8.2 Negative frame 148
8.3 Differences between the two trusts 150
12.1 The social readjustment rating scale 210
25.1 Post-merger integration tasks 402
26.1 Suitability of culture matches 416
29.1 Implementation climate and innovation/values fit: effects on employees affective
responses and innovation use 453
List of case studies
1.1.1 The BBC 33
1.1.2 UK Coal 34
1.1.3 Leicester Royal Infirmary 34
1.1.4 McDonald s 35
1.1.5 GNER 36
3.1 The Active Sports Equipment Company 63
8.1 Stakeholder brainstorm 149
8.2 Stakeholder mapping 152
8.3 Managing stakeholder relationships 154
10.1 Galaxy 188
14.1 Asda: a winning formula 243
14.2 Direct Banking 256
17.1 Designing an intervention to improve the effectiveness of primary healthcare centres in
southwest India 295
17.2 Designing an intervention to increase the motivation and flexibility of the workforce in a large
dairy company 295
17.3 Designing an intervention to improve the treatment offered by the trauma orthopaedic care
department in a large NHS hospital 296
17.4 Designing an intervention to reduce absenteeism in the elderly care sector of Silkeborg
Council, Denmark 297
24.1 Grampian Police 390
30.1 KeyChemicals 456
List of research
reports, examples and
change tools
Research reports
1.1 Study of microcomputer producers 21
2.1 Testing Lewin s three-step model of change 45
8.1 Perceptions of fair treatment 155
9.1 Collective leadership and strategic change 168
10.1 Communicating bad news 186
11.1 Effect of group participation on resistance to change 205
16.1 Sociotechnical systems 274
21.1 Enterprise-level training in Australia 354
21.2 Relationship between enterprise-level training and organizational change 355
26.1 The realistic merger preview 419
28.1 Two enablers that help to promote stickability 444
Examples
2.1 Car importer case 48
2.2 Concrete Flags Ltd 52
4.1 Failure to convince others of the need for change at AT T 76
4.2 Leading change at Lyons Confectionery 78
6.1 The Site Security and Secure Escorts case 117
7.1 The effect of being observed 132
13.1 Using a supportive approach 231
13.2 Using force-field analysis 232
13.3 Using a challenging approach 234
13.4 Using an information-gathering approach 235
14.1 The implementation of an economic strategy at the BBC 247
14.2 The implementation of an OD strategy at the BBC 247
15.1 Matrix structures 263
18.2 Bone density scans 314
18.3 Google: a good example of a learning organization 316
19.1 Action research at Xerox 331
19.2 Action research at Freedman House 332
20.1 Medecins Sans Frontieres 339
20.2 Using collective inquiry for organization development at Medecins Sans Frontieres 346
25.1 GNER and MTR 395
25.2 Brenntag s history of restructuring for strategic gain 395
26.1 BT Cellnet s acquisition of Martin Davies 409
26.2 United Distillers Vintners 421
29.1 Asda s roll-out of Store Renewal 450
Change tools
5.1 Checking alignment between steps in the transformation process 101
7.1 The 7S matrix 130
7.2 Using a SWOT analysis 133
LIST OF RESEARCH REPORTS, EXAMPLES AND CHANCE TOOLS |M|
7.3 A force-field approach to opportunity development or problem management 136
8.1 Stakeholder grid 152
11.1 Assessing the availability of valued outcomes 198
15.1 The Awakishi diagram 260
15.2 Critical path analysis 265
18.1 Organizational visits 310
18.2 Priority review 312
18.3 Organization mirror 312
18.4 A conference method for developing a preferred future 313
18.5 The after action review 316
18.6 Beckhard s process for improving intergroup relations 320
19.1 The Axelrod canoe: a blueprint for getting people involved in meetings 330
20.1 Using appreciative inquiry to clarify values at the Hammersmith Hospital NHS Trust 347
22.1 Diagnosing the alignment of HR practices 364
23.1 The plan, do, study, act (PDSA) cycle 375
24.1 The seven wastes 385
22.1 The 5S methodology 386
22.3 The five whys 386
27.1 The change management indicator 433
|
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| author_facet | Hayes, John |
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| owner | DE-1050 DE-M347 DE-739 DE-188 DE-634 DE-945 |
| owner_facet | DE-1050 DE-M347 DE-739 DE-188 DE-634 DE-945 |
| physical | XXII, 466 S. graph. Darst. |
| publishDate | 2010 |
| publishDateSearch | 2010 |
| publishDateSort | 2010 |
| publisher | Palgrave Macmillan |
| record_format | marc |
| spelling | Hayes, John Verfasser aut The theory and practice of change management John Hayes 3. ed. Houndmills [u.a.] Palgrave Macmillan 2010 XXII, 466 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Literaturangaben Organizational change Organizational effectiveness Organisationswandel (DE-588)4075693-2 gnd rswk-swf Unternehmensentwicklung (DE-588)4125011-4 gnd rswk-swf Change Management (DE-588)7606306-9 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Unternehmensentwicklung (DE-588)4125011-4 s Change Management (DE-588)7606306-9 s DE-604 Organisationswandel (DE-588)4075693-2 s Management (DE-588)4037278-9 s 2\p DE-604 Unternehmen (DE-588)4061963-1 s 3\p DE-604 4\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018935131&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 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 4\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Hayes, John The theory and practice of change management Organizational change Organizational effectiveness Organisationswandel (DE-588)4075693-2 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd Change Management (DE-588)7606306-9 gnd Management (DE-588)4037278-9 gnd Unternehmen (DE-588)4061963-1 gnd |
| subject_GND | (DE-588)4075693-2 (DE-588)4125011-4 (DE-588)7606306-9 (DE-588)4037278-9 (DE-588)4061963-1 (DE-588)4123623-3 |
| title | The theory and practice of change management |
| title_auth | The theory and practice of change management |
| title_exact_search | The theory and practice of change management |
| title_full | The theory and practice of change management John Hayes |
| title_fullStr | The theory and practice of change management John Hayes |
| title_full_unstemmed | The theory and practice of change management John Hayes |
| title_short | The theory and practice of change management |
| title_sort | the theory and practice of change management |
| topic | Organizational change Organizational effectiveness Organisationswandel (DE-588)4075693-2 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd Change Management (DE-588)7606306-9 gnd Management (DE-588)4037278-9 gnd Unternehmen (DE-588)4061963-1 gnd |
| topic_facet | Organizational change Organizational effectiveness Organisationswandel Unternehmensentwicklung Change Management Management Unternehmen Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018935131&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT hayesjohn thetheoryandpracticeofchangemanagement |