Change Management: Fundamentals and Success Factors
Gespeichert in:
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| Format: | Elektronisch E-Book |
| Sprache: | English |
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Berlin, Heidelberg
Springer Berlin / Heidelberg
2020
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| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (254 Seiten) |
| ISBN: | 9783662621875 |
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| 505 | 8 | |a Intro -- Preface to the Third Edition -- Contents -- List of Figures -- Part I: Fundamentals -- Chapter 1: Change Management: The Path to Achieve the Goal -- 1.1 Change Management: What It Means -- 1.1.1 Definition -- 1.1.2 Subject -- 1.1.3 Starting Points for Change Management -- 1.2 Objective and Target Group of the Book -- 1.2.1 Objective -- 1.2.2 Target Group -- 1.3 Structure of the Book -- References -- Chapter 2: Triggers of Corporate Change -- 2.1 Externally Triggered Change -- 2.1.1 Companies as Open Systems -- 2.1.2 Increasing Environmental Dynamics -- 2.1.3 Reactions to Environmental Changes -- 2.2 Internally Induced Change -- 2.2.1 The Metaphor of Human Development -- 2.2.2 Life Cycle Models -- 2.2.3 The 'Burn-Out Syndrome' in Companies -- 2.3 Practice Check -- References -- Chapter 3: Barriers to Change -- 3.1 Typical Behavior of Companies in Crisis Situations -- 3.2 Individual Causes -- 3.3 Collective Causes -- 3.4 Economic Causes -- 3.5 Complexity -- 3.6 Practice Check -- References -- Chapter 4: Causes of Failed Corporate Change -- 4.1 Resistance as the Main Problem -- 4.2 Examples -- 4.3 Types of Resistance -- 4.3.1 Resistance to Change in Need of Explanation and Non-explanation -- 4.3.2 Forms of Resistance -- 4.3.3 Factual and Political Resistances -- 4.4 Breeding Grounds for Resistance -- 4.4.1 Factors at Company Level -- 4.4.2 Factors at Employee Level -- 4.5 Incorrect Handling of Resistance -- 4.6 Other Factors -- 4.7 Practice Check -- References -- Chapter 5: A Success Factor Model of Change ManagementChange management -- 5.1 The Field TheoryField theory of Lewin -- 5.2 Basic Building Blocks of the Model -- 5.3 Success Building Block OrientationOrientation -- 5.4 Success Building Block Start-Up Motivation -- 5.5 Success Building Block Process MotivationProcess motivation | |
| 505 | 8 | |a 5.6 Success Building Block Target MotivationTarget motivation -- 5.7 The Success Factor Model -- 5.8 Practice Check -- References -- Part II: Success Factors -- Chapter 6: Success Factor Person: Right Leadership in Change -- 6.1 Concept and Contribution to Success -- 6.1.1 Concept -- 6.1.2 Contribution to Success -- 6.2 Transactional and Transformational Leadership -- 6.3 The Optimal Mix of Management Styles -- Transformational and Transactional Leadership on eBay -- Transformational and Transactional Leadership at Google -- 6.4 Components of Transformational Leadership -- 6.4.1 Overview of the Components -- 6.4.2 The Visionary -- Examples of Visionaries in Practice -- 6.4.3 The Coach -- 6.4.4 The Authentic Role Model -- Case Studies to the Authentic Role Model -- 6.4.5 The Benefactor -- Examples of ''Benefactors'' -- Wealth Creation for Stakeholders: Examples -- 6.4.6 Focus and Willpower -- Willpower: The Example of the Google Founders -- 6.4.7 Emotional Intelligence -- 6.5 Practice Check -- References -- Chapter 7: Vision as a Success Factor: Setting Motivating Goals -- 7.1 Concept and Contribution to Success -- 7.1.1 Concept -- 7.1.2 An Example -- Corporate Vision at Puma -- 7.1.3 Contribution to Success -- 7.2 Conditions for Effective Visions -- Corporate Vision at Microsoft -- 7.3 Selected Methods -- 7.3.1 Vision Work Method -- 7.3.2 Vision Review -- 7.4 Practice Check -- References -- Chapter 8: Communication as a Success Factor: Avoiding and Overcoming Resistance -- 8.1 Concept and Contribution to Success -- 8.1.1 Concept -- 8.1.2 Contribution to Success -- 8.2 Conditions for Effective Communication -- 8.3 Communication in the Different Phases of Change -- 8.3.1 Communication in the Initial Phase -- 8.3.2 Communication during Implementation -- Examples of ''Management by Wandering Around'' -- Internal Social Media at Otto Versand | |
| 505 | 8 | |a 8.3.3 Communication Planning and Stakeholder Analysis -- 8.4 Communicative Overcoming of Resistance -- 8.4.1 The Correct Basic Attitude -- 8.4.2 The Right Way to Conduct a Conversation -- 8.5 Practical Tips -- 8.5.1 The World Café Method -- 8.5.2 The Project Information Market -- References -- Chapter 9: Participation as a Success Factor: Involving Those Affected -- 9.1 Concept and Contribution to Success -- 9.1.1 Concept and Origin -- The Food Loathing Example According to Lewin -- 9.1.2 Contribution to Success -- 9.2 Conditions for Effective Participation -- 9.3 Selected Methods of Participation -- 9.3.1 Group Moderation -- 9.3.2 Employee Survey -- 9.3.3 Open Space -- 9.4 Practical Tip and Practice Check -- 9.4.1 Participation Plan -- 9.4.2 Checklist for Effective Participation -- Evaluation -- 16-20 Points -- 10-15 Points -- Less than Ten Points -- References -- Chapter 10: Integration as a Success Factor: Overcoming Differences -- 10.1 Concept and Contribution to Success -- 10.1.1 Concept -- 10.1.2 Contribution to Success -- 10.2 Conditions for Effective Integration -- 10.3 Selected Methods of Integration -- 10.3.1 Integration on the Job -- Organizational and Cultural Integration -- Integration at Nokia Siemens Networks -- Virtual Integration -- 10.3.2 Integration Off the Job -- Teambuilding -- Intergroup Intervention -- 10.4 Practice Check -- 10.4.1 Questionnaire for Team Self-Analysis -- References -- Chapter 11: Re-Education as a Success Factor: Targeted Personnel Development -- 11.1 Concept and Contribution to Success -- 11.1.1 Concept -- 11.1.2 Contribution to Success -- 11.2 Conditions for Effective Re-Education -- Sustainable Change Management Training at DHL -- ''Self-Managed Learning'' at IKEA -- 11.3 Selected Methods of Re-Education -- 11.3.1 Overview of Methods -- 11.3.2 Seminar-Based Coaching -- 11.4 Practical Tip -- References | |
| 505 | 8 | |a Chapter 12: Success Factor Project Management: Managing ComplexityComplexity Correctly -- 12.1 Concept and Contribution to Success -- 12.1.1 Concept -- 12.1.2 Contribution to Success -- 12.2 Conditions for Effective Project OrganizationProject organization -- 12.3 Selected Methods -- 12.3.1 Professional Project Structure Organization -- 12.3.2 Strategic Project Selection -- 12.3.3 Project Team BuildingTeam building -- 12.3.4 Maintaining Motivation -- 12.3.5 Agile Project Management -- 12.4 Practice Check -- References -- Chapter 13: Consultation as a Success Factor: Using Professional Consultants -- 13.1 Concept, Trends, and Contribution to Success -- 13.1.1 Concept -- 13.1.2 Trends -- 13.1.3 Contribution to Success -- 13.2 Conditions for Effective Consultation -- 13.3 Selected Methods -- 13.3.1 Process Consulting -- 13.3.2 In-House Consulting -- 13.4 Practice Check -- References -- Chapter 14: Evolution as a Success Factor: Initiating Permanent Change -- 14.1 Concept and Contribution to Success -- 14.1.1 Concept -- 14.1.2 Contribution to Success -- 14.2 Conditions for Effective Evolution -- 14.2.1 Learning from Nature -- 14.2.2 Conclusions for Enterprise Design -- 14.3 Selected Methods -- 14.3.1 Sensor TeamsSensor teams -- 14.3.2 Ideas Olympics -- 14.3.3 Internal CrowdsourcingCrowdsourcing -- 14.3.4 IntrapreneurshipIntrapreneurship Programs -- 14.3.5 Cultural ManagementCultural management -- 14.4 Practice Check -- References -- Index | |
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Datensatz im Suchindex
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| contents | Intro -- Preface to the Third Edition -- Contents -- List of Figures -- Part I: Fundamentals -- Chapter 1: Change Management: The Path to Achieve the Goal -- 1.1 Change Management: What It Means -- 1.1.1 Definition -- 1.1.2 Subject -- 1.1.3 Starting Points for Change Management -- 1.2 Objective and Target Group of the Book -- 1.2.1 Objective -- 1.2.2 Target Group -- 1.3 Structure of the Book -- References -- Chapter 2: Triggers of Corporate Change -- 2.1 Externally Triggered Change -- 2.1.1 Companies as Open Systems -- 2.1.2 Increasing Environmental Dynamics -- 2.1.3 Reactions to Environmental Changes -- 2.2 Internally Induced Change -- 2.2.1 The Metaphor of Human Development -- 2.2.2 Life Cycle Models -- 2.2.3 The 'Burn-Out Syndrome' in Companies -- 2.3 Practice Check -- References -- Chapter 3: Barriers to Change -- 3.1 Typical Behavior of Companies in Crisis Situations -- 3.2 Individual Causes -- 3.3 Collective Causes -- 3.4 Economic Causes -- 3.5 Complexity -- 3.6 Practice Check -- References -- Chapter 4: Causes of Failed Corporate Change -- 4.1 Resistance as the Main Problem -- 4.2 Examples -- 4.3 Types of Resistance -- 4.3.1 Resistance to Change in Need of Explanation and Non-explanation -- 4.3.2 Forms of Resistance -- 4.3.3 Factual and Political Resistances -- 4.4 Breeding Grounds for Resistance -- 4.4.1 Factors at Company Level -- 4.4.2 Factors at Employee Level -- 4.5 Incorrect Handling of Resistance -- 4.6 Other Factors -- 4.7 Practice Check -- References -- Chapter 5: A Success Factor Model of Change ManagementChange management -- 5.1 The Field TheoryField theory of Lewin -- 5.2 Basic Building Blocks of the Model -- 5.3 Success Building Block OrientationOrientation -- 5.4 Success Building Block Start-Up Motivation -- 5.5 Success Building Block Process MotivationProcess motivation 5.6 Success Building Block Target MotivationTarget motivation -- 5.7 The Success Factor Model -- 5.8 Practice Check -- References -- Part II: Success Factors -- Chapter 6: Success Factor Person: Right Leadership in Change -- 6.1 Concept and Contribution to Success -- 6.1.1 Concept -- 6.1.2 Contribution to Success -- 6.2 Transactional and Transformational Leadership -- 6.3 The Optimal Mix of Management Styles -- Transformational and Transactional Leadership on eBay -- Transformational and Transactional Leadership at Google -- 6.4 Components of Transformational Leadership -- 6.4.1 Overview of the Components -- 6.4.2 The Visionary -- Examples of Visionaries in Practice -- 6.4.3 The Coach -- 6.4.4 The Authentic Role Model -- Case Studies to the Authentic Role Model -- 6.4.5 The Benefactor -- Examples of ''Benefactors'' -- Wealth Creation for Stakeholders: Examples -- 6.4.6 Focus and Willpower -- Willpower: The Example of the Google Founders -- 6.4.7 Emotional Intelligence -- 6.5 Practice Check -- References -- Chapter 7: Vision as a Success Factor: Setting Motivating Goals -- 7.1 Concept and Contribution to Success -- 7.1.1 Concept -- 7.1.2 An Example -- Corporate Vision at Puma -- 7.1.3 Contribution to Success -- 7.2 Conditions for Effective Visions -- Corporate Vision at Microsoft -- 7.3 Selected Methods -- 7.3.1 Vision Work Method -- 7.3.2 Vision Review -- 7.4 Practice Check -- References -- Chapter 8: Communication as a Success Factor: Avoiding and Overcoming Resistance -- 8.1 Concept and Contribution to Success -- 8.1.1 Concept -- 8.1.2 Contribution to Success -- 8.2 Conditions for Effective Communication -- 8.3 Communication in the Different Phases of Change -- 8.3.1 Communication in the Initial Phase -- 8.3.2 Communication during Implementation -- Examples of ''Management by Wandering Around'' -- Internal Social Media at Otto Versand 8.3.3 Communication Planning and Stakeholder Analysis -- 8.4 Communicative Overcoming of Resistance -- 8.4.1 The Correct Basic Attitude -- 8.4.2 The Right Way to Conduct a Conversation -- 8.5 Practical Tips -- 8.5.1 The World Café Method -- 8.5.2 The Project Information Market -- References -- Chapter 9: Participation as a Success Factor: Involving Those Affected -- 9.1 Concept and Contribution to Success -- 9.1.1 Concept and Origin -- The Food Loathing Example According to Lewin -- 9.1.2 Contribution to Success -- 9.2 Conditions for Effective Participation -- 9.3 Selected Methods of Participation -- 9.3.1 Group Moderation -- 9.3.2 Employee Survey -- 9.3.3 Open Space -- 9.4 Practical Tip and Practice Check -- 9.4.1 Participation Plan -- 9.4.2 Checklist for Effective Participation -- Evaluation -- 16-20 Points -- 10-15 Points -- Less than Ten Points -- References -- Chapter 10: Integration as a Success Factor: Overcoming Differences -- 10.1 Concept and Contribution to Success -- 10.1.1 Concept -- 10.1.2 Contribution to Success -- 10.2 Conditions for Effective Integration -- 10.3 Selected Methods of Integration -- 10.3.1 Integration on the Job -- Organizational and Cultural Integration -- Integration at Nokia Siemens Networks -- Virtual Integration -- 10.3.2 Integration Off the Job -- Teambuilding -- Intergroup Intervention -- 10.4 Practice Check -- 10.4.1 Questionnaire for Team Self-Analysis -- References -- Chapter 11: Re-Education as a Success Factor: Targeted Personnel Development -- 11.1 Concept and Contribution to Success -- 11.1.1 Concept -- 11.1.2 Contribution to Success -- 11.2 Conditions for Effective Re-Education -- Sustainable Change Management Training at DHL -- ''Self-Managed Learning'' at IKEA -- 11.3 Selected Methods of Re-Education -- 11.3.1 Overview of Methods -- 11.3.2 Seminar-Based Coaching -- 11.4 Practical Tip -- References Chapter 12: Success Factor Project Management: Managing ComplexityComplexity Correctly -- 12.1 Concept and Contribution to Success -- 12.1.1 Concept -- 12.1.2 Contribution to Success -- 12.2 Conditions for Effective Project OrganizationProject organization -- 12.3 Selected Methods -- 12.3.1 Professional Project Structure Organization -- 12.3.2 Strategic Project Selection -- 12.3.3 Project Team BuildingTeam building -- 12.3.4 Maintaining Motivation -- 12.3.5 Agile Project Management -- 12.4 Practice Check -- References -- Chapter 13: Consultation as a Success Factor: Using Professional Consultants -- 13.1 Concept, Trends, and Contribution to Success -- 13.1.1 Concept -- 13.1.2 Trends -- 13.1.3 Contribution to Success -- 13.2 Conditions for Effective Consultation -- 13.3 Selected Methods -- 13.3.1 Process Consulting -- 13.3.2 In-House Consulting -- 13.4 Practice Check -- References -- Chapter 14: Evolution as a Success Factor: Initiating Permanent Change -- 14.1 Concept and Contribution to Success -- 14.1.1 Concept -- 14.1.2 Contribution to Success -- 14.2 Conditions for Effective Evolution -- 14.2.1 Learning from Nature -- 14.2.2 Conclusions for Enterprise Design -- 14.3 Selected Methods -- 14.3.1 Sensor TeamsSensor teams -- 14.3.2 Ideas Olympics -- 14.3.3 Internal CrowdsourcingCrowdsourcing -- 14.3.4 IntrapreneurshipIntrapreneurship Programs -- 14.3.5 Cultural ManagementCultural management -- 14.4 Practice Check -- References -- Index |
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| 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 |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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code="a">Description based on publisher supplied metadata and other sources</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Intro -- Preface to the Third Edition -- Contents -- List of Figures -- Part I: Fundamentals -- Chapter 1: Change Management: The Path to Achieve the Goal -- 1.1 Change Management: What It Means -- 1.1.1 Definition -- 1.1.2 Subject -- 1.1.3 Starting Points for Change Management -- 1.2 Objective and Target Group of the Book -- 1.2.1 Objective -- 1.2.2 Target Group -- 1.3 Structure of the Book -- References -- Chapter 2: Triggers of Corporate Change -- 2.1 Externally Triggered Change -- 2.1.1 Companies as Open Systems -- 2.1.2 Increasing Environmental Dynamics -- 2.1.3 Reactions to Environmental Changes -- 2.2 Internally Induced Change -- 2.2.1 The Metaphor of Human Development -- 2.2.2 Life Cycle Models -- 2.2.3 The 'Burn-Out Syndrome' in Companies -- 2.3 Practice Check -- References -- Chapter 3: Barriers to Change -- 3.1 Typical 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motivation</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">5.6 Success Building Block Target MotivationTarget motivation -- 5.7 The Success Factor Model -- 5.8 Practice Check -- References -- Part II: Success Factors -- Chapter 6: Success Factor Person: Right Leadership in Change -- 6.1 Concept and Contribution to Success -- 6.1.1 Concept -- 6.1.2 Contribution to Success -- 6.2 Transactional and Transformational Leadership -- 6.3 The Optimal Mix of Management Styles -- Transformational and Transactional Leadership on eBay -- Transformational and Transactional Leadership at Google -- 6.4 Components of Transformational Leadership -- 6.4.1 Overview of the Components -- 6.4.2 The Visionary -- Examples of Visionaries in Practice -- 6.4.3 The Coach -- 6.4.4 The Authentic Role Model -- Case Studies to the Authentic Role Model -- 6.4.5 The Benefactor -- Examples of ''Benefactors'' -- Wealth Creation for Stakeholders: Examples -- 6.4.6 Focus and Willpower -- 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| id | DE-604.BV048224396 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:39Z |
| indexdate | 2024-07-10T09:32:28Z |
| institution | BVB |
| isbn | 9783662621875 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033605129 |
| oclc_num | 1231607184 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (254 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer Berlin / Heidelberg |
| record_format | marc |
| spelling | Lauer, Thomas Verfasser aut Change Management Fundamentals and Success Factors Berlin, Heidelberg Springer Berlin / Heidelberg 2020 ©2021 1 Online-Ressource (254 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Preface to the Third Edition -- Contents -- List of Figures -- Part I: Fundamentals -- Chapter 1: Change Management: The Path to Achieve the Goal -- 1.1 Change Management: What It Means -- 1.1.1 Definition -- 1.1.2 Subject -- 1.1.3 Starting Points for Change Management -- 1.2 Objective and Target Group of the Book -- 1.2.1 Objective -- 1.2.2 Target Group -- 1.3 Structure of the Book -- References -- Chapter 2: Triggers of Corporate Change -- 2.1 Externally Triggered Change -- 2.1.1 Companies as Open Systems -- 2.1.2 Increasing Environmental Dynamics -- 2.1.3 Reactions to Environmental Changes -- 2.2 Internally Induced Change -- 2.2.1 The Metaphor of Human Development -- 2.2.2 Life Cycle Models -- 2.2.3 The 'Burn-Out Syndrome' in Companies -- 2.3 Practice Check -- References -- Chapter 3: Barriers to Change -- 3.1 Typical Behavior of Companies in Crisis Situations -- 3.2 Individual Causes -- 3.3 Collective Causes -- 3.4 Economic Causes -- 3.5 Complexity -- 3.6 Practice Check -- References -- Chapter 4: Causes of Failed Corporate Change -- 4.1 Resistance as the Main Problem -- 4.2 Examples -- 4.3 Types of Resistance -- 4.3.1 Resistance to Change in Need of Explanation and Non-explanation -- 4.3.2 Forms of Resistance -- 4.3.3 Factual and Political Resistances -- 4.4 Breeding Grounds for Resistance -- 4.4.1 Factors at Company Level -- 4.4.2 Factors at Employee Level -- 4.5 Incorrect Handling of Resistance -- 4.6 Other Factors -- 4.7 Practice Check -- References -- Chapter 5: A Success Factor Model of Change ManagementChange management -- 5.1 The Field TheoryField theory of Lewin -- 5.2 Basic Building Blocks of the Model -- 5.3 Success Building Block OrientationOrientation -- 5.4 Success Building Block Start-Up Motivation -- 5.5 Success Building Block Process MotivationProcess motivation 5.6 Success Building Block Target MotivationTarget motivation -- 5.7 The Success Factor Model -- 5.8 Practice Check -- References -- Part II: Success Factors -- Chapter 6: Success Factor Person: Right Leadership in Change -- 6.1 Concept and Contribution to Success -- 6.1.1 Concept -- 6.1.2 Contribution to Success -- 6.2 Transactional and Transformational Leadership -- 6.3 The Optimal Mix of Management Styles -- Transformational and Transactional Leadership on eBay -- Transformational and Transactional Leadership at Google -- 6.4 Components of Transformational Leadership -- 6.4.1 Overview of the Components -- 6.4.2 The Visionary -- Examples of Visionaries in Practice -- 6.4.3 The Coach -- 6.4.4 The Authentic Role Model -- Case Studies to the Authentic Role Model -- 6.4.5 The Benefactor -- Examples of ''Benefactors'' -- Wealth Creation for Stakeholders: Examples -- 6.4.6 Focus and Willpower -- Willpower: The Example of the Google Founders -- 6.4.7 Emotional Intelligence -- 6.5 Practice Check -- References -- Chapter 7: Vision as a Success Factor: Setting Motivating Goals -- 7.1 Concept and Contribution to Success -- 7.1.1 Concept -- 7.1.2 An Example -- Corporate Vision at Puma -- 7.1.3 Contribution to Success -- 7.2 Conditions for Effective Visions -- Corporate Vision at Microsoft -- 7.3 Selected Methods -- 7.3.1 Vision Work Method -- 7.3.2 Vision Review -- 7.4 Practice Check -- References -- Chapter 8: Communication as a Success Factor: Avoiding and Overcoming Resistance -- 8.1 Concept and Contribution to Success -- 8.1.1 Concept -- 8.1.2 Contribution to Success -- 8.2 Conditions for Effective Communication -- 8.3 Communication in the Different Phases of Change -- 8.3.1 Communication in the Initial Phase -- 8.3.2 Communication during Implementation -- Examples of ''Management by Wandering Around'' -- Internal Social Media at Otto Versand 8.3.3 Communication Planning and Stakeholder Analysis -- 8.4 Communicative Overcoming of Resistance -- 8.4.1 The Correct Basic Attitude -- 8.4.2 The Right Way to Conduct a Conversation -- 8.5 Practical Tips -- 8.5.1 The World Café Method -- 8.5.2 The Project Information Market -- References -- Chapter 9: Participation as a Success Factor: Involving Those Affected -- 9.1 Concept and Contribution to Success -- 9.1.1 Concept and Origin -- The Food Loathing Example According to Lewin -- 9.1.2 Contribution to Success -- 9.2 Conditions for Effective Participation -- 9.3 Selected Methods of Participation -- 9.3.1 Group Moderation -- 9.3.2 Employee Survey -- 9.3.3 Open Space -- 9.4 Practical Tip and Practice Check -- 9.4.1 Participation Plan -- 9.4.2 Checklist for Effective Participation -- Evaluation -- 16-20 Points -- 10-15 Points -- Less than Ten Points -- References -- Chapter 10: Integration as a Success Factor: Overcoming Differences -- 10.1 Concept and Contribution to Success -- 10.1.1 Concept -- 10.1.2 Contribution to Success -- 10.2 Conditions for Effective Integration -- 10.3 Selected Methods of Integration -- 10.3.1 Integration on the Job -- Organizational and Cultural Integration -- Integration at Nokia Siemens Networks -- Virtual Integration -- 10.3.2 Integration Off the Job -- Teambuilding -- Intergroup Intervention -- 10.4 Practice Check -- 10.4.1 Questionnaire for Team Self-Analysis -- References -- Chapter 11: Re-Education as a Success Factor: Targeted Personnel Development -- 11.1 Concept and Contribution to Success -- 11.1.1 Concept -- 11.1.2 Contribution to Success -- 11.2 Conditions for Effective Re-Education -- Sustainable Change Management Training at DHL -- ''Self-Managed Learning'' at IKEA -- 11.3 Selected Methods of Re-Education -- 11.3.1 Overview of Methods -- 11.3.2 Seminar-Based Coaching -- 11.4 Practical Tip -- References Chapter 12: Success Factor Project Management: Managing ComplexityComplexity Correctly -- 12.1 Concept and Contribution to Success -- 12.1.1 Concept -- 12.1.2 Contribution to Success -- 12.2 Conditions for Effective Project OrganizationProject organization -- 12.3 Selected Methods -- 12.3.1 Professional Project Structure Organization -- 12.3.2 Strategic Project Selection -- 12.3.3 Project Team BuildingTeam building -- 12.3.4 Maintaining Motivation -- 12.3.5 Agile Project Management -- 12.4 Practice Check -- References -- Chapter 13: Consultation as a Success Factor: Using Professional Consultants -- 13.1 Concept, Trends, and Contribution to Success -- 13.1.1 Concept -- 13.1.2 Trends -- 13.1.3 Contribution to Success -- 13.2 Conditions for Effective Consultation -- 13.3 Selected Methods -- 13.3.1 Process Consulting -- 13.3.2 In-House Consulting -- 13.4 Practice Check -- References -- Chapter 14: Evolution as a Success Factor: Initiating Permanent Change -- 14.1 Concept and Contribution to Success -- 14.1.1 Concept -- 14.1.2 Contribution to Success -- 14.2 Conditions for Effective Evolution -- 14.2.1 Learning from Nature -- 14.2.2 Conclusions for Enterprise Design -- 14.3 Selected Methods -- 14.3.1 Sensor TeamsSensor teams -- 14.3.2 Ideas Olympics -- 14.3.3 Internal CrowdsourcingCrowdsourcing -- 14.3.4 IntrapreneurshipIntrapreneurship Programs -- 14.3.5 Cultural ManagementCultural management -- 14.4 Practice Check -- References -- Index Organizational change Organizational change-Management Industrial management Change Management (DE-588)7606306-9 gnd rswk-swf Erfolgsfaktor (DE-588)4197034-2 gnd rswk-swf Agilität Management (DE-588)1123527725 gnd rswk-swf Change Management (DE-588)7606306-9 s Erfolgsfaktor (DE-588)4197034-2 s DE-604 Agilität Management (DE-588)1123527725 s Erscheint auch als Druck-Ausgabe Lauer, Thomas Change Management Berlin, Heidelberg : Springer Berlin / Heidelberg,c2020 9783662621868 |
| spellingShingle | Lauer, Thomas Change Management Fundamentals and Success Factors Intro -- Preface to the Third Edition -- Contents -- List of Figures -- Part I: Fundamentals -- Chapter 1: Change Management: The Path to Achieve the Goal -- 1.1 Change Management: What It Means -- 1.1.1 Definition -- 1.1.2 Subject -- 1.1.3 Starting Points for Change Management -- 1.2 Objective and Target Group of the Book -- 1.2.1 Objective -- 1.2.2 Target Group -- 1.3 Structure of the Book -- References -- Chapter 2: Triggers of Corporate Change -- 2.1 Externally Triggered Change -- 2.1.1 Companies as Open Systems -- 2.1.2 Increasing Environmental Dynamics -- 2.1.3 Reactions to Environmental Changes -- 2.2 Internally Induced Change -- 2.2.1 The Metaphor of Human Development -- 2.2.2 Life Cycle Models -- 2.2.3 The 'Burn-Out Syndrome' in Companies -- 2.3 Practice Check -- References -- Chapter 3: Barriers to Change -- 3.1 Typical Behavior of Companies in Crisis Situations -- 3.2 Individual Causes -- 3.3 Collective Causes -- 3.4 Economic Causes -- 3.5 Complexity -- 3.6 Practice Check -- References -- Chapter 4: Causes of Failed Corporate Change -- 4.1 Resistance as the Main Problem -- 4.2 Examples -- 4.3 Types of Resistance -- 4.3.1 Resistance to Change in Need of Explanation and Non-explanation -- 4.3.2 Forms of Resistance -- 4.3.3 Factual and Political Resistances -- 4.4 Breeding Grounds for Resistance -- 4.4.1 Factors at Company Level -- 4.4.2 Factors at Employee Level -- 4.5 Incorrect Handling of Resistance -- 4.6 Other Factors -- 4.7 Practice Check -- References -- Chapter 5: A Success Factor Model of Change ManagementChange management -- 5.1 The Field TheoryField theory of Lewin -- 5.2 Basic Building Blocks of the Model -- 5.3 Success Building Block OrientationOrientation -- 5.4 Success Building Block Start-Up Motivation -- 5.5 Success Building Block Process MotivationProcess motivation 5.6 Success Building Block Target MotivationTarget motivation -- 5.7 The Success Factor Model -- 5.8 Practice Check -- References -- Part II: Success Factors -- Chapter 6: Success Factor Person: Right Leadership in Change -- 6.1 Concept and Contribution to Success -- 6.1.1 Concept -- 6.1.2 Contribution to Success -- 6.2 Transactional and Transformational Leadership -- 6.3 The Optimal Mix of Management Styles -- Transformational and Transactional Leadership on eBay -- Transformational and Transactional Leadership at Google -- 6.4 Components of Transformational Leadership -- 6.4.1 Overview of the Components -- 6.4.2 The Visionary -- Examples of Visionaries in Practice -- 6.4.3 The Coach -- 6.4.4 The Authentic Role Model -- Case Studies to the Authentic Role Model -- 6.4.5 The Benefactor -- Examples of ''Benefactors'' -- Wealth Creation for Stakeholders: Examples -- 6.4.6 Focus and Willpower -- Willpower: The Example of the Google Founders -- 6.4.7 Emotional Intelligence -- 6.5 Practice Check -- References -- Chapter 7: Vision as a Success Factor: Setting Motivating Goals -- 7.1 Concept and Contribution to Success -- 7.1.1 Concept -- 7.1.2 An Example -- Corporate Vision at Puma -- 7.1.3 Contribution to Success -- 7.2 Conditions for Effective Visions -- Corporate Vision at Microsoft -- 7.3 Selected Methods -- 7.3.1 Vision Work Method -- 7.3.2 Vision Review -- 7.4 Practice Check -- References -- Chapter 8: Communication as a Success Factor: Avoiding and Overcoming Resistance -- 8.1 Concept and Contribution to Success -- 8.1.1 Concept -- 8.1.2 Contribution to Success -- 8.2 Conditions for Effective Communication -- 8.3 Communication in the Different Phases of Change -- 8.3.1 Communication in the Initial Phase -- 8.3.2 Communication during Implementation -- Examples of ''Management by Wandering Around'' -- Internal Social Media at Otto Versand 8.3.3 Communication Planning and Stakeholder Analysis -- 8.4 Communicative Overcoming of Resistance -- 8.4.1 The Correct Basic Attitude -- 8.4.2 The Right Way to Conduct a Conversation -- 8.5 Practical Tips -- 8.5.1 The World Café Method -- 8.5.2 The Project Information Market -- References -- Chapter 9: Participation as a Success Factor: Involving Those Affected -- 9.1 Concept and Contribution to Success -- 9.1.1 Concept and Origin -- The Food Loathing Example According to Lewin -- 9.1.2 Contribution to Success -- 9.2 Conditions for Effective Participation -- 9.3 Selected Methods of Participation -- 9.3.1 Group Moderation -- 9.3.2 Employee Survey -- 9.3.3 Open Space -- 9.4 Practical Tip and Practice Check -- 9.4.1 Participation Plan -- 9.4.2 Checklist for Effective Participation -- Evaluation -- 16-20 Points -- 10-15 Points -- Less than Ten Points -- References -- Chapter 10: Integration as a Success Factor: Overcoming Differences -- 10.1 Concept and Contribution to Success -- 10.1.1 Concept -- 10.1.2 Contribution to Success -- 10.2 Conditions for Effective Integration -- 10.3 Selected Methods of Integration -- 10.3.1 Integration on the Job -- Organizational and Cultural Integration -- Integration at Nokia Siemens Networks -- Virtual Integration -- 10.3.2 Integration Off the Job -- Teambuilding -- Intergroup Intervention -- 10.4 Practice Check -- 10.4.1 Questionnaire for Team Self-Analysis -- References -- Chapter 11: Re-Education as a Success Factor: Targeted Personnel Development -- 11.1 Concept and Contribution to Success -- 11.1.1 Concept -- 11.1.2 Contribution to Success -- 11.2 Conditions for Effective Re-Education -- Sustainable Change Management Training at DHL -- ''Self-Managed Learning'' at IKEA -- 11.3 Selected Methods of Re-Education -- 11.3.1 Overview of Methods -- 11.3.2 Seminar-Based Coaching -- 11.4 Practical Tip -- References Chapter 12: Success Factor Project Management: Managing ComplexityComplexity Correctly -- 12.1 Concept and Contribution to Success -- 12.1.1 Concept -- 12.1.2 Contribution to Success -- 12.2 Conditions for Effective Project OrganizationProject organization -- 12.3 Selected Methods -- 12.3.1 Professional Project Structure Organization -- 12.3.2 Strategic Project Selection -- 12.3.3 Project Team BuildingTeam building -- 12.3.4 Maintaining Motivation -- 12.3.5 Agile Project Management -- 12.4 Practice Check -- References -- Chapter 13: Consultation as a Success Factor: Using Professional Consultants -- 13.1 Concept, Trends, and Contribution to Success -- 13.1.1 Concept -- 13.1.2 Trends -- 13.1.3 Contribution to Success -- 13.2 Conditions for Effective Consultation -- 13.3 Selected Methods -- 13.3.1 Process Consulting -- 13.3.2 In-House Consulting -- 13.4 Practice Check -- References -- Chapter 14: Evolution as a Success Factor: Initiating Permanent Change -- 14.1 Concept and Contribution to Success -- 14.1.1 Concept -- 14.1.2 Contribution to Success -- 14.2 Conditions for Effective Evolution -- 14.2.1 Learning from Nature -- 14.2.2 Conclusions for Enterprise Design -- 14.3 Selected Methods -- 14.3.1 Sensor TeamsSensor teams -- 14.3.2 Ideas Olympics -- 14.3.3 Internal CrowdsourcingCrowdsourcing -- 14.3.4 IntrapreneurshipIntrapreneurship Programs -- 14.3.5 Cultural ManagementCultural management -- 14.4 Practice Check -- References -- Index Organizational change Organizational change-Management Industrial management Change Management (DE-588)7606306-9 gnd Erfolgsfaktor (DE-588)4197034-2 gnd Agilität Management (DE-588)1123527725 gnd |
| subject_GND | (DE-588)7606306-9 (DE-588)4197034-2 (DE-588)1123527725 |
| title | Change Management Fundamentals and Success Factors |
| title_auth | Change Management Fundamentals and Success Factors |
| title_exact_search | Change Management Fundamentals and Success Factors |
| title_exact_search_txtP | Change Management Fundamentals and Success Factors |
| title_full | Change Management Fundamentals and Success Factors |
| title_fullStr | Change Management Fundamentals and Success Factors |
| title_full_unstemmed | Change Management Fundamentals and Success Factors |
| title_short | Change Management |
| title_sort | change management fundamentals and success factors |
| title_sub | Fundamentals and Success Factors |
| topic | Organizational change Organizational change-Management Industrial management Change Management (DE-588)7606306-9 gnd Erfolgsfaktor (DE-588)4197034-2 gnd Agilität Management (DE-588)1123527725 gnd |
| topic_facet | Organizational change Organizational change-Management Industrial management Change Management Erfolgsfaktor Agilität Management |
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