The effective change manager's handbook: essential guidance to the change management body of knowledge
Gespeichert in:
| Format: | Elektronisch E-Book |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
London
Kogan Page
2015
|
| Ausgabe: | First published |
| Schlagworte: | |
| Online-Zugang: | FKE01 TUM01 Volltext |
| Beschreibung: | 1 Online-Ressource (XXX, 598 Seiten) |
| ISBN: | 9780749473082 0749473088 |
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| 250 | |a First published | ||
| 264 | 1 | |a London |b Kogan Page |c 2015 | |
| 264 | 4 | |c © 2014 | |
| 300 | |a 1 Online-Ressource (XXX, 598 Seiten) | ||
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| 505 | 8 | |a Preface -- Change management in context; Who is this book for?; Editorial and practical information about this book; Those who have made this book possible; Author Biographies; 01 A change management perspective; Introduction; Section A: Why change management matters; Introduction; 1. Organizations' experiences of change; 2. Factors contributing to success in change management; 3. Preparing the organization and seeing it through; Summary; Further reading; Section B: Change and the individual; Introduction; 1. The impact of the 'change curve'; 2. Starting with 'endings' | |
| 505 | 8 | |a 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; Summary; Further reading; Section C: Change and the organization; Introduction; 1. How we think about organizations; 2. Models of the change process; 3. Types of organization change; 4. Factors that help/hinder change; Summary; Further reading; Section D: Key roles in organizational change; Introduction; 1. Lifecycle of a successful change | |
| 505 | 8 | |a 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; Summary; Further reading; Section E: Organizational culture and change; Introduction; 1. What we mean by 'organizational culture'; 2. Key dimensions of culture; 3. Relating 'culture' to types of change; 4. Leadership and culture; Summary; Further reading; Section F: Emergent change; Introduction; 1. The roots of 'emergent change'; 2. Change situations that require an emergent approach | |
| 505 | 8 | |a 3. Defining and moving towards a 'future state' Summary; Further reading; References; 02 Defining change; Introduction; Section A: Aligning change with strategy; Introduction; 1. Background to strategy development; 2. The far environment; 3. The near environment; 4. Business modelling; 5. Strategic delivery processes; 6. Strategy and change; Summary; Section B: Drivers of change; Introduction; 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; Summary | |
| 505 | 8 | |a Section C: Developing vision Introduction; 1. Viewpoints and perspectives of change; 2. Developing a vision for change; 3. Understanding and validating the vision; Summary; Section D: Change definition; Introduction; 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; Summary; Further reading; References; 03 Managing benefits; Introduction; Section A: Benefits management principles and processes; Introduction; 1. Benefits management processes; 2. Benefits management principles | |
| 505 | 8 | |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 | |
| 505 | 8 | |a Includes bibliographical references and index | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Industrial Management |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Management |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Management Science |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Organizational Behavior |2 bisacsh | |
| 650 | 4 | |a Wirtschaft | |
| 650 | 4 | |a Organizational change |x Management | |
| 650 | 4 | |a Project management | |
| 650 | 4 | |a Business planning | |
| 700 | 1 | |a Smith, Richard |d 1953- |e Sonstige |0 (DE-588)109090729X |4 oth | |
| 700 | 1 | |a King, David |e Sonstige |4 oth | |
| 700 | 1 | |a Sidhu, Ranjit |e Sonstige |4 oth | |
| 700 | 1 | |a Skelsey, Dan |e Sonstige |4 oth | |
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| contents | Preface -- Change management in context; Who is this book for?; Editorial and practical information about this book; Those who have made this book possible; Author Biographies; 01 A change management perspective; Introduction; Section A: Why change management matters; Introduction; 1. Organizations' experiences of change; 2. Factors contributing to success in change management; 3. Preparing the organization and seeing it through; Summary; Further reading; Section B: Change and the individual; Introduction; 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; Summary; Further reading; Section C: Change and the organization; Introduction; 1. How we think about organizations; 2. Models of the change process; 3. Types of organization change; 4. Factors that help/hinder change; Summary; Further reading; Section D: Key roles in organizational change; Introduction; 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; Summary; Further reading; Section E: Organizational culture and change; Introduction; 1. What we mean by 'organizational culture'; 2. Key dimensions of culture; 3. Relating 'culture' to types of change; 4. Leadership and culture; Summary; Further reading; Section F: Emergent change; Introduction; 1. The roots of 'emergent change'; 2. Change situations that require an emergent approach 3. Defining and moving towards a 'future state' Summary; Further reading; References; 02 Defining change; Introduction; Section A: Aligning change with strategy; Introduction; 1. Background to strategy development; 2. The far environment; 3. The near environment; 4. Business modelling; 5. Strategic delivery processes; 6. Strategy and change; Summary; Section B: Drivers of change; Introduction; 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; Summary Section C: Developing vision Introduction; 1. Viewpoints and perspectives of change; 2. Developing a vision for change; 3. Understanding and validating the vision; Summary; Section D: Change definition; Introduction; 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; Summary; Further reading; References; 03 Managing benefits; Introduction; Section A: Benefits management principles and processes; Introduction; 1. Benefits management processes; 2. Benefits management principles 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 |
| ctrlnum | (ZDB-4-NLEBK)879851 (OCoLC)894171051 (DE-599)BVBBV042740850 |
| 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 |
| edition | First published |
| format | Electronic eBook |
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| id | DE-604.BV042740850 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-10T07:08:36Z |
| institution | BVB |
| isbn | 9780749473082 0749473088 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-028171719 |
| oclc_num | 894171051 |
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| owner_facet | DE-91 DE-BY-TUM DE-859 |
| physical | 1 Online-Ressource (XXX, 598 Seiten) |
| psigel | ZDB-4-NLEBK ZDB-4-NLEBK TUM_PDA_EBSCOBAE_Kauf |
| publishDate | 2015 |
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| 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 First published London Kogan Page 2015 © 2014 1 Online-Ressource (XXX, 598 Seiten) txt rdacontent c rdamedia cr rdacarrier Preface -- Change management in context; Who is this book for?; Editorial and practical information about this book; Those who have made this book possible; Author Biographies; 01 A change management perspective; Introduction; Section A: Why change management matters; Introduction; 1. Organizations' experiences of change; 2. Factors contributing to success in change management; 3. Preparing the organization and seeing it through; Summary; Further reading; Section B: Change and the individual; Introduction; 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; Summary; Further reading; Section C: Change and the organization; Introduction; 1. How we think about organizations; 2. Models of the change process; 3. Types of organization change; 4. Factors that help/hinder change; Summary; Further reading; Section D: Key roles in organizational change; Introduction; 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; Summary; Further reading; Section E: Organizational culture and change; Introduction; 1. What we mean by 'organizational culture'; 2. Key dimensions of culture; 3. Relating 'culture' to types of change; 4. Leadership and culture; Summary; Further reading; Section F: Emergent change; Introduction; 1. The roots of 'emergent change'; 2. Change situations that require an emergent approach 3. Defining and moving towards a 'future state' Summary; Further reading; References; 02 Defining change; Introduction; Section A: Aligning change with strategy; Introduction; 1. Background to strategy development; 2. The far environment; 3. The near environment; 4. Business modelling; 5. Strategic delivery processes; 6. Strategy and change; Summary; Section B: Drivers of change; Introduction; 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; Summary Section C: Developing vision Introduction; 1. Viewpoints and perspectives of change; 2. Developing a vision for change; 3. Understanding and validating the vision; Summary; Section D: Change definition; Introduction; 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; Summary; Further reading; References; 03 Managing benefits; Introduction; Section A: Benefits management principles and processes; Introduction; 1. Benefits management processes; 2. Benefits management principles 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 BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Wirtschaft Organizational change Management Project management Business planning Smith, Richard 1953- Sonstige (DE-588)109090729X oth King, David Sonstige oth Sidhu, Ranjit Sonstige oth Skelsey, Dan Sonstige oth Erscheint auch als Druck-Ausgabe, Paperback 978-0-7494-7307-5 http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=879851 Aggregator Volltext |
| spellingShingle | The effective change manager's handbook essential guidance to the change management body of knowledge Preface -- Change management in context; Who is this book for?; Editorial and practical information about this book; Those who have made this book possible; Author Biographies; 01 A change management perspective; Introduction; Section A: Why change management matters; Introduction; 1. Organizations' experiences of change; 2. Factors contributing to success in change management; 3. Preparing the organization and seeing it through; Summary; Further reading; Section B: Change and the individual; Introduction; 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; Summary; Further reading; Section C: Change and the organization; Introduction; 1. How we think about organizations; 2. Models of the change process; 3. Types of organization change; 4. Factors that help/hinder change; Summary; Further reading; Section D: Key roles in organizational change; Introduction; 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; Summary; Further reading; Section E: Organizational culture and change; Introduction; 1. What we mean by 'organizational culture'; 2. Key dimensions of culture; 3. Relating 'culture' to types of change; 4. Leadership and culture; Summary; Further reading; Section F: Emergent change; Introduction; 1. The roots of 'emergent change'; 2. Change situations that require an emergent approach 3. Defining and moving towards a 'future state' Summary; Further reading; References; 02 Defining change; Introduction; Section A: Aligning change with strategy; Introduction; 1. Background to strategy development; 2. The far environment; 3. The near environment; 4. Business modelling; 5. Strategic delivery processes; 6. Strategy and change; Summary; Section B: Drivers of change; Introduction; 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; Summary Section C: Developing vision Introduction; 1. Viewpoints and perspectives of change; 2. Developing a vision for change; 3. Understanding and validating the vision; Summary; Section D: Change definition; Introduction; 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; Summary; Further reading; References; 03 Managing benefits; Introduction; Section A: Benefits management principles and processes; Introduction; 1. Benefits management processes; 2. Benefits management principles 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 BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Wirtschaft Organizational change Management Project management Business planning |
| title | The effective change manager's handbook essential guidance to the change management body of knowledge |
| 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 | the 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 | BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Wirtschaft Organizational change Management Project management Business planning |
| topic_facet | BUSINESS & ECONOMICS / Industrial Management BUSINESS & ECONOMICS / Management BUSINESS & ECONOMICS / Management Science BUSINESS & ECONOMICS / Organizational Behavior Wirtschaft Organizational change Management Project management Business planning |
| url | http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=879851 |
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