Leading and implementing business change management: making change stick in the contemporary organization
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Abingdon, Oxon
Routledge
2013
|
| Schlagworte: | |
| Online-Zugang: | TUM01 Volltext |
| Beschreibung: | Includes bibliographical references and index Machine generated contents note: 1.The evolution of organizational change practices to Business Change Management -- The challenge of understanding and embracing change management -- A codification of business practices aimed at an elusive organizational goal -- The emergence of change management in response to the evolving needs of business change -- An integrated model for effective change: Business Change Management -- 2.Change risks and best practices in Business Change Management -- Unmanaged change risk leads to problems for change management initiatives -- Ten common change risks (and issues) -- Business Change Management best practices -- Case Study - Applying best practices in Business Change Management: How Quintiles navigated the change process to implement a global performance management process -- 3.Change leadership and management -- The right leadership is essential to change initiatives -- Leadership is integral to engaging people in the change effort -- Contents note continued: The Change Leadership Team (CLT) -- The importance of stakeholder management -- Change Levers: the "hot spots" for leadership in a change initiative -- 4.Change resistance -- Resistance is a high risk for change initiatives -- Indicators of resistance -- How resistance evolves on change initiatives -- Managing resistance risk -- Surfacing and countering resistance -- Addressing resistance at the organizational level -- Readiness: a critical aspect of surfacing change resistance -- Case Study - Addressing change resistance: Overcoming resistance at Easter Seals to embrace change and a new model for growth -- 5.Creating and sustaining culture change -- Organizational transformation depends on changing culture -- Change capability and culture -- Success factors for culture change -- Aligning culture to change in business direction -- Institutionalizing culture -- Contents note continued: Case Study - Addressing culture change in alignment with strategic direction: How a consumer marketing company realigned its culture around a new direction for the healthcare marketplace and the emerging healthcare consumer -- Conclusion -- Appendix A Business Change Management (BCM) methodology description -- BCM methodology description contents -- An overview of the methodology -- Phase 1 Create Change Platform -- Phase 2 Design Change -- Phase 3 Implement Change -- Phase 4 Institutionalize Change -- Appendix B Business Change Management (BCM) methodology tools -- BCM methodology tools contents -- An overview of the tool set -- Methodology mapping to tools and deliverables -- Phase 1 Create Change Platform task mappings -- Phase 2 Design Change task mappings -- Phase 3 Implement Change task mappings -- Phase 4 Institutionalize Change task mappings -- Business Change Management tools -- Contents note continued: Appendix C Characteristics of business change approach evolutionary stages Being change capable is the "new normal" for today's growth-minded organizations. The "do more with less" strategies of the past are no longer effective in preparing organizations to meet the increasing challenges for growth, competitiveness and innovation required of them in this new era |
| Beschreibung: | 1 Online-Ressource (xx, 280 p.) graph. Darst. |
| ISBN: | 0415660602 1135106207 9781135106201 |
Internformat
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| 245 | 1 | 0 | |a Leading and implementing business change management |b making change stick in the contemporary organization |c David J. Jones and Ronald J. Recardo |
| 264 | 1 | |a Abingdon, Oxon |b Routledge |c 2013 | |
| 300 | |a 1 Online-Ressource (xx, 280 p.) |b graph. Darst. | ||
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| 500 | |a Includes bibliographical references and index | ||
| 500 | |a Machine generated contents note: 1.The evolution of organizational change practices to Business Change Management -- The challenge of understanding and embracing change management -- A codification of business practices aimed at an elusive organizational goal -- The emergence of change management in response to the evolving needs of business change -- An integrated model for effective change: Business Change Management -- 2.Change risks and best practices in Business Change Management -- Unmanaged change risk leads to problems for change management initiatives -- Ten common change risks (and issues) -- Business Change Management best practices -- Case Study - Applying best practices in Business Change Management: How Quintiles navigated the change process to implement a global performance management process -- 3.Change leadership and management -- The right leadership is essential to change initiatives -- Leadership is integral to engaging people in the change effort -- | ||
| 500 | |a Contents note continued: The Change Leadership Team (CLT) -- The importance of stakeholder management -- Change Levers: the "hot spots" for leadership in a change initiative -- 4.Change resistance -- Resistance is a high risk for change initiatives -- Indicators of resistance -- How resistance evolves on change initiatives -- Managing resistance risk -- Surfacing and countering resistance -- Addressing resistance at the organizational level -- Readiness: a critical aspect of surfacing change resistance -- Case Study - Addressing change resistance: Overcoming resistance at Easter Seals to embrace change and a new model for growth -- 5.Creating and sustaining culture change -- Organizational transformation depends on changing culture -- Change capability and culture -- Success factors for culture change -- Aligning culture to change in business direction -- Institutionalizing culture -- | ||
| 500 | |a Contents note continued: Case Study - Addressing culture change in alignment with strategic direction: How a consumer marketing company realigned its culture around a new direction for the healthcare marketplace and the emerging healthcare consumer -- Conclusion -- Appendix A Business Change Management (BCM) methodology description -- BCM methodology description contents -- An overview of the methodology -- Phase 1 Create Change Platform -- Phase 2 Design Change -- Phase 3 Implement Change -- Phase 4 Institutionalize Change -- Appendix B Business Change Management (BCM) methodology tools -- BCM methodology tools contents -- An overview of the tool set -- Methodology mapping to tools and deliverables -- Phase 1 Create Change Platform task mappings -- Phase 2 Design Change task mappings -- Phase 3 Implement Change task mappings -- Phase 4 Institutionalize Change task mappings -- Business Change Management tools -- | ||
| 500 | |a Contents note continued: Appendix C Characteristics of business change approach evolutionary stages | ||
| 500 | |a Being change capable is the "new normal" for today's growth-minded organizations. The "do more with less" strategies of the past are no longer effective in preparing organizations to meet the increasing challenges for growth, competitiveness and innovation required of them in this new era | ||
| 650 | 7 | |a BUSINESS & ECONOMICS / Structural Adjustment |2 bisacsh | |
| 650 | 4 | |a Wirtschaft | |
| 650 | 4 | |a Organizational change / Management | |
| 700 | 1 | |a Recardo, Ronald J. |e Sonstige |4 oth | |
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Datensatz im Suchindex
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| author | Jones, David J. |
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| dewey-full | 658.4/06 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/06 |
| dewey-search | 658.4/06 |
| dewey-sort | 3658.4 16 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| illustrated | Not Illustrated |
| indexdate | 2024-07-10T00:59:55Z |
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| isbn | 0415660602 1135106207 9781135106201 |
| language | English |
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| spelling | Jones, David J. Verfasser aut Leading and implementing business change management making change stick in the contemporary organization David J. Jones and Ronald J. Recardo Abingdon, Oxon Routledge 2013 1 Online-Ressource (xx, 280 p.) graph. Darst. txt rdacontent c rdamedia cr rdacarrier Includes bibliographical references and index Machine generated contents note: 1.The evolution of organizational change practices to Business Change Management -- The challenge of understanding and embracing change management -- A codification of business practices aimed at an elusive organizational goal -- The emergence of change management in response to the evolving needs of business change -- An integrated model for effective change: Business Change Management -- 2.Change risks and best practices in Business Change Management -- Unmanaged change risk leads to problems for change management initiatives -- Ten common change risks (and issues) -- Business Change Management best practices -- Case Study - Applying best practices in Business Change Management: How Quintiles navigated the change process to implement a global performance management process -- 3.Change leadership and management -- The right leadership is essential to change initiatives -- Leadership is integral to engaging people in the change effort -- Contents note continued: The Change Leadership Team (CLT) -- The importance of stakeholder management -- Change Levers: the "hot spots" for leadership in a change initiative -- 4.Change resistance -- Resistance is a high risk for change initiatives -- Indicators of resistance -- How resistance evolves on change initiatives -- Managing resistance risk -- Surfacing and countering resistance -- Addressing resistance at the organizational level -- Readiness: a critical aspect of surfacing change resistance -- Case Study - Addressing change resistance: Overcoming resistance at Easter Seals to embrace change and a new model for growth -- 5.Creating and sustaining culture change -- Organizational transformation depends on changing culture -- Change capability and culture -- Success factors for culture change -- Aligning culture to change in business direction -- Institutionalizing culture -- Contents note continued: Case Study - Addressing culture change in alignment with strategic direction: How a consumer marketing company realigned its culture around a new direction for the healthcare marketplace and the emerging healthcare consumer -- Conclusion -- Appendix A Business Change Management (BCM) methodology description -- BCM methodology description contents -- An overview of the methodology -- Phase 1 Create Change Platform -- Phase 2 Design Change -- Phase 3 Implement Change -- Phase 4 Institutionalize Change -- Appendix B Business Change Management (BCM) methodology tools -- BCM methodology tools contents -- An overview of the tool set -- Methodology mapping to tools and deliverables -- Phase 1 Create Change Platform task mappings -- Phase 2 Design Change task mappings -- Phase 3 Implement Change task mappings -- Phase 4 Institutionalize Change task mappings -- Business Change Management tools -- Contents note continued: Appendix C Characteristics of business change approach evolutionary stages Being change capable is the "new normal" for today's growth-minded organizations. The "do more with less" strategies of the past are no longer effective in preparing organizations to meet the increasing challenges for growth, competitiveness and innovation required of them in this new era BUSINESS & ECONOMICS / Structural Adjustment bisacsh Wirtschaft Organizational change / Management Recardo, Ronald J. Sonstige oth Erscheint auch als Druck-Ausgabe, Hardcover 978-0-415-66060-0 Erscheint auch als Druck-Ausgabe, Paperback 978-0-415-66061-7 http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=611717 Aggregator Volltext |
| spellingShingle | Jones, David J. Leading and implementing business change management making change stick in the contemporary organization BUSINESS & ECONOMICS / Structural Adjustment bisacsh Wirtschaft Organizational change / Management |
| title | Leading and implementing business change management making change stick in the contemporary organization |
| title_auth | Leading and implementing business change management making change stick in the contemporary organization |
| title_exact_search | Leading and implementing business change management making change stick in the contemporary organization |
| title_full | Leading and implementing business change management making change stick in the contemporary organization David J. Jones and Ronald J. Recardo |
| title_fullStr | Leading and implementing business change management making change stick in the contemporary organization David J. Jones and Ronald J. Recardo |
| title_full_unstemmed | Leading and implementing business change management making change stick in the contemporary organization David J. Jones and Ronald J. Recardo |
| title_short | Leading and implementing business change management |
| title_sort | leading and implementing business change management making change stick in the contemporary organization |
| title_sub | making change stick in the contemporary organization |
| topic | BUSINESS & ECONOMICS / Structural Adjustment bisacsh Wirtschaft Organizational change / Management |
| topic_facet | BUSINESS & ECONOMICS / Structural Adjustment Wirtschaft Organizational change / Management |
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