Managing organizational change: a multiple perspectives approach
Preface -- Groundwork : understanding and diagnosing change -- Managing change : stories and paradoxes -- Images of change management -- Why change? : contemporary drivers and pressures -- What to change? : a diagnostic approach -- Implementation : the substance and process of change -- What changes...
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
New York, NY
McGraw-Hill Education
[2016]
|
| Edition: | Third Edition |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Summary: | Preface -- Groundwork : understanding and diagnosing change -- Managing change : stories and paradoxes -- Images of change management -- Why change? : contemporary drivers and pressures -- What to change? : a diagnostic approach -- Implementation : the substance and process of change -- What changes (and what doesn?t)? : current concerns and developments -- Learning objectives -- Vision and the direction of change -- Change communication strategies -- Resistance to change -- Organization development and sense-making approaches -- Change management, processual, and contingency approaches -- Running threads : sustainability, and the effective change manager -- Sustaining change versus initiative decay -- The effective change manager : what does it take? -- Index |
| Physical Description: | xii, 451 Seiten Illustrationen |
| ISBN: | 9780073530536 9781259255113 |
Staff View
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Record in the Search Index
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| adam_text | Brief contents
Preface ix
PART 1 Groundwork: Understanding and Diagnosing Change 1
1 Managing Change: Stories and Paradoxes 3
2 Images of Change Management 31
3 Why Change? Contemporary Pressures and Drivers 61
4 What to Change? A Diagnostic Approach 101
PART 2 Implementation: The Substance and Process of Change 137
5 What Changes—and What Doesn’t? 139
6 Vision and the Direction of Change 171
7 Change Communication Strategies 205
8 Resistance to Change 249
9 Organization Development and Sense-Making Approaches 279
10 Change Management, Processual, and Contingency Approaches 315
PART 3 Running Threads: Sustainability, and the
Effective Change Manager 353
11 Sustaining Change versus Initiative Decay 355
12 The Effective Change Manager: What Does It Take? 385
Name Index 423
Subject Index 433
Contents
Preface ix
Part 1
Groundwork: Understanding and
Diagnosing Change 1
1 Managing Change: Stories and
Paradoxes 3
Learning objectives 3
Stories About Change: What Can We
Learn? 4
The Story of Beth Israel Deaconess
Medical Center 5
The Story of Sears Holdings 8
The Story of J. C. Penney 10
Tension and Paradox: The State of the Art 14
Assessing Depth of Change 18
What’s Coming Up: A Road Map 19
Change Diagnostic: The Beth Israel Story 21
Change Diagnostic: The Sears Holdings
Story 23
Change Diagnostic: The J. C. Penney Story 24
Exercise 1.1: Writing Your Own Story of
Change 26
Additional Reading 27
Roundup 27
References 28
2 Images of Change Management 31
Learning objectives 31
What’s in a Name: Change Agents, Managers,
or Leaders? 32
Images, Mental Models, Frames,
Perspectives 33
The Six-Images Framework 34
Six Images of Change Management 37
Using the Six-Images Framework 46
Self-Assessment: What Is Your Image of
Managing Change? 49
Self-Assessment: Scoring 51
Exercise 2.1: Assessing Change Managers’
Images 52
Exercise 2.2: The Turnaround Story at
Leonard Cheshire 53
Additional Reading 55
Roundup 56
References 57
3 Why Change? Contemporary Pressures
and Drivers 61
Learning objectives 61
Environmental Pressures for Change 62
Why Do Organizations Not Change in
Response to Environmental Pressures? 79
Why Do Organizations Not Change after
Crises? 82
Internal Organizational Change Drivers 85
Exercise 3.1: Top Team Role Play 91
Exercise 3.2: Case Analysis: The Sunderland
City Story 91
Exercise 3.3: The Reputation Trap: Can You
Escape? 92
Additional Reading 93
Roundup 94
References 96
4 What to Change? A Diagnostic
Approach 101
Learning objectives 101
Organizational Models 102
Organization Strategy and Change 108
Diagnosing Readiness for Change 117
Built-to-Change 124
Exercise 4.1: The Capital One Financial
Story 125
vi
Contents vü
Exercise 4.2: Scenario Planning 127
Exercise 4.3: Readiness for Change
Analysis 128
Additional Reading 130
Roundup 131
References 134
Part 2
Implementation: The Substance and
Process of Change 137
5 What Changes—and What
Doesn’t? 139
Learning objectives 139
What Changes? 140
Innovation 146
Organizational Culture 150
Technology 155
Exercise 5.1: The Nampak Story 161
Exercise 5.2: Organizational Culture
Assessment 162
Exercise 5.3: How Will the Digital Revolution
Affect Your Organization? 163
Additional Reading 163
Roundup 164
References 166
6 Vision and the Direction
of Change 171
Learning objectives 171
Vision: Fundamental or Fad? 172
The Characteristics of Effective Visions 174
How Context Affects Vision 180
How Visions Are Developed 181
Why Visions Fail 187
Linking Vision to Change: Three
Debates 189
Exercise 6.1: Interviewing Change
Recipients 197
Exercise 6.2: Analyze Your Own
Organization’s Vision 197
Exercise 6.3: The Role of Vision at Mentor
Graphics 197
Additional Reading 198
Roundup 199
References 201
7 Change Communication
Strategies 205
Learning objectives 205
The Change Communication Process 206
Gender, Power, and Emotion 211
Language Matters: The Power
of Conversation 215
Change Communication Strategies 222
Contingency Approaches to Change
Communication 228
Communication Channels and the Role
of Social Media 232
Exercise 7.1: Listen to Who’s Talking 238
Exercise 7.2: How Defensive Are You? 239
Exercise 7.3: Social Media at the
Museum 240
Additional Reading 241
Roundup 242
References 244
8 Resistance to Change 249
Learning objectives 249
WIIFM, WAMI, and the Dimensions
of Resistance 250
Benefits 251
Causes 253
Symptoms 260
Managers as Resisters 261
Managing Resistance 263
Exercise 8.1 : Diagnosing and Acting 270
Exercise 8.2: Jack’s Dilemma 270
Exercise 8.3: Moneyball 271
Additional Reading 272
Roundup 272
References 274
viii Contents
9 Organization Development and
Sense-Making Approaches 279
Learning objectives 279
Alternative Approaches to Managing
Change 280
Organization Development (OD) 280
Appreciative Inquiry (AI) 291
Positive Organizational Scholarship (POS) 293
Dialogic Organizational Development 295
Sense-Making 298
Exercise 9.1: Reports from the Front Line 304
Exercise 9.2: Designing a Large-Scale Change
Intervention 304
Exercise 9.3: Making Sense of
Sense-Making 304
Exercise 9.4: Interpreting the Interpreter:
Change at Target 305
Exercise 9.5: Change at DuPont 306
Additional Reading 308
Roundup 308
References 310
10 Change Management, Processual, and
Contingency Approaches 315
Learning objectives 315
Alternative Approaches to Managing
Change 316
Why Change Fails 317
Change by Checklist 319
Stage Models of Change Management 325
Process Perspectives on Change 331
Contingency Approaches to Change
Management 335
Exercise 10.1: Develop Your Own Change
Model 341
Exercise 10.2: The British Airways Swipe
Card Debacle 342
Exercise 10.3: The Italian Job 344
Additional Reading 346
Roundup 346
References 349
Part 3
Running Threads: Sustainability, and
the Effective Change Manager 353
11 Sustaining Change versus
Initiative Decay 355
Learning objectives 355
Initiative Decay and Improvement
Evaporation 356
Praiseworthy and Blameworthy Failures 359
Actions to Sustain Change 362
Words of Warning 369
Exercise 11.1: A Balanced Set of
Measures 373
Exercise 11.2: Treating Initiative Decay 373
Exercise 11.3: The Challenger and Columbia
Shuttle Disasters 374
Additional Reading 379
Roundup 380
References 382
12 The Effective Change Manager:
What Does It Take? 385
Learning objectives 385
Change Managers: Who Are They? 386
Change Managers: What Kind of Role
Is This? 394
Change Management Competencies 397
Political Skill and the Change Manager 403
Developing Change Management
Expertise 410
Exercise 12.1: Networking—How Good
Are You? 412
Exercise 12.2: How Resilient Are You? 413
Exercise 12.3: How Political Is Your
Organization? 415
Additional Reading 416
Roundup 417
References 419
Name Index 423
Subject Index 433
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| id | DE-604.BV043698976 |
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| spelling | Palmer, Ian 1957- Verfasser (DE-588)1111807612 aut Managing organizational change a multiple perspectives approach Ian Palmer, Richard Dunford, David A. Buchanan Third Edition New York, NY McGraw-Hill Education [2016] © 2017 xii, 451 Seiten Illustrationen txt rdacontent n rdamedia nc rdacarrier Preface -- Groundwork : understanding and diagnosing change -- Managing change : stories and paradoxes -- Images of change management -- Why change? : contemporary drivers and pressures -- What to change? : a diagnostic approach -- Implementation : the substance and process of change -- What changes (and what doesn?t)? : current concerns and developments -- Learning objectives -- Vision and the direction of change -- Change communication strategies -- Resistance to change -- Organization development and sense-making approaches -- Change management, processual, and contingency approaches -- Running threads : sustainability, and the effective change manager -- Sustaining change versus initiative decay -- The effective change manager : what does it take? -- Index Organisationswandel (DE-588)4075693-2 gnd rswk-swf Change Management (DE-588)7606306-9 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Unternehmen (DE-588)4061963-1 s Organisationswandel (DE-588)4075693-2 s Organisationsverhalten (DE-588)4285859-8 s 1\p DE-604 Change Management (DE-588)7606306-9 s 2\p DE-604 Dunford, Richard W. Sonstige (DE-588)170283526 oth Buchanan, David A. 1949- Sonstige (DE-588)137982542 oth Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=029111448&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 | Palmer, Ian 1957- Managing organizational change a multiple perspectives approach Organisationswandel (DE-588)4075693-2 gnd Change Management (DE-588)7606306-9 gnd Organisationsverhalten (DE-588)4285859-8 gnd Unternehmen (DE-588)4061963-1 gnd |
| subject_GND | (DE-588)4075693-2 (DE-588)7606306-9 (DE-588)4285859-8 (DE-588)4061963-1 |
| title | Managing organizational change a multiple perspectives approach |
| title_auth | Managing organizational change a multiple perspectives approach |
| title_exact_search | Managing organizational change a multiple perspectives approach |
| title_full | Managing organizational change a multiple perspectives approach Ian Palmer, Richard Dunford, David A. Buchanan |
| title_fullStr | Managing organizational change a multiple perspectives approach Ian Palmer, Richard Dunford, David A. Buchanan |
| title_full_unstemmed | Managing organizational change a multiple perspectives approach Ian Palmer, Richard Dunford, David A. Buchanan |
| title_short | Managing organizational change |
| title_sort | managing organizational change a multiple perspectives approach |
| title_sub | a multiple perspectives approach |
| topic | Organisationswandel (DE-588)4075693-2 gnd Change Management (DE-588)7606306-9 gnd Organisationsverhalten (DE-588)4285859-8 gnd Unternehmen (DE-588)4061963-1 gnd |
| topic_facet | Organisationswandel Change Management Organisationsverhalten Unternehmen |
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