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Reconsidering Change Management
Despite the popularity of organizational change management, the question arises whether its prescriptions and dominant beliefs and practices are based on solid and convergent evidence. Organizational change management entails interventions intended to influence the task-related behavior and associated results of an individual, team, or entire organization. There is a perception that a lot of change initiatives fail and limited understanding about what works and what does not and why. Drawing on the field of psychology and based on primary research, Reconsidering Change Management identifies 18 popular and relevant commonly held assumptions with regard to change management that are then analy...
Key Management Models /Key Management Ratios
Key Management Models You;ve heard of CRM, just-in-time and SWOT. How about the Deming cycle, parenting advantage or sociotechnical organisations? But do you know how to use them in your business? Key Management Models takes the reader through each of these essential management tools in a clear, structured and practical way. It provides comprehensive coverage of the main tools, and of the models developed by the Gods of Management thinking: Belbin, Handy, Kotter and Mintzberg. Key Management Ratios If you have mastered the models then management ratios should be next on your agenda. Ratios provide management with targets and standards for thier organisation. They direct businesses towards the most beneficial long-term strategies, as well as towards effective decision making. Key Management Ratios enables managers of different functions to work together towards achieivng business goals. Management models and rations - love them or hate them, they're at the heart of management thinking and these 2 highly visual and practical books will ensure you are up to scratch and using these tools and practises to your best advantage.
Change Competence
Organizations are often forced to change and adapt as a result of internal or external circumstances - whether the impetus is vision and ambition, a competing organization, societal pressure, or financial pressure. In this book, the authors posit that successful change requires the coherence of five elements: rationale and effect, focus and energy, and connection. In Change Competence, they present a vision of change management centered around these five elements, along with a model and method for diagnosing, approaching, and developing change management in a purposeful way. The book demonstrates the nuances and applications of the change management model with the use of a single integrated case, from identifying elements ripe for change, to coping with barriers, to varying approaches to change, to the different leadership roles that emerge in relation to the five key elements of change management. This book will be of interest to practitioners and students in change management, organizational behavior, and organizational development.
Reshaping Change
This book views change as an ongoing process that should not be solidified or treated as a series of linear events. In drawing on data collected from over 40 years of research, it highlights the theoretical and practical value of using a processual perspective. Illustrative examples from a range of organizations including: Micro-X, General Motors, Pirelli Cables, BHP Billiton, Royal Dutch Shell, British Rail, British Aerospace, Hewlett Packard, Laubman and Pank and the CSIRO make the approach understandable and accessible to both researchers and practitioners. In a theoretical exploration of temporal context, sociomaterial relations and power-political processes the dynamics of changing organizations is brought to the fore and the implication for reshaping change examined. On the practice of engaging in longitudinal research, study design, data collection and processual analysis, as well as the write-up and dissemination of findings, are all considered. This is an innovative and highly practical research monograph that captures the truly complex processes of changing organizations and illustrates how these are best understood from a processual perspective.
Key Management Models
With over 33,500 copies sold of the previous edition, the winning formula of this incredibly successful book will remain the same. From SWOT analysis and core competencies to risk reward analysis and the innovation circle, Key Management Models explains each model in a clear, structured and practical way. There is a brief overview of each of the 61 essential models that spans no more than 3-4 pages. For each model you will find: · The model in a nutshell (‘the big idea’) · Its applicability (‘when to use it’) · The practicalities of applying it (‘how to use it’) · A critical appraisal (‘the final analysis’) The PERFECT reference book, no matter what business you’re in.
Changing Change Management
The literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical ‘relational’ approach towards Change Management. What would a book on Change Management look like that takes resistance seriously? This book attempts precisely this by exploring how resistance is as much a part of change as the strategies of those that seek to enact it. The findings are drawn from a qualitative study of organ...
Leadership and Digital Change
Digitalization is on everyone’s lips as new technology changes business landscapes and conventional companies are outperformed by younger digital and agile contestants. In this volatile environment it seems more relevant than ever before to understand the aspects and business logic behind the elusive phenomenon called "digitalization". Never before have there been such great opportunities to unleash the full potential of technology within organizations to create long-standing competitive advantage. This book explains the strategy and practice of how to lead and control the people side of digital change in a dynamic world of uncertainty and social complexity, and as such the book snares the...
Organization Development and Society
Organization Development and Society: Theory and Practice of Organization Development Consulting offers a new approach for the practice of organization development (OD). The new approach, a habitus oriented OD (HOOD), sees consultees' thinking and behavior a result of habitus, a cognitive structure developed historically in endless interactions between human behavior and social structures. HOOD has two goals: The first goal is to redefine the objectives of individually oriented OD. The focus on habitus and social structure allows individually oriented OD scholars and practitioners to keep their subjective approach, which searches for consultees' inner world. However, this subjectivity search...
Futures Based Change Leadership
While it may be true that these times do try educators’ souls who are beset with conflicting reform agendas and an impatience about school change success, The Futures Based Change Leader: A Formula for Sustained Change Capacity empowers leaders to use effective combinations of futuring, presencing, collaborative leadership skills, and systems’ disciplines practices so that their schools will effectively leverage opportunities to realize the needs of their preferable futures.
The Leadership of Organizational Change
Understanding both leadership and change have been recurrent and popular themes within the business, management and organization studies literature. However, our understanding of leadership and organizational change in combination is far more limited. The Leadership of Organizational Change offers a critical review of the evolution of leadership and organizational change for the past thirty-five years, taking stock of what we know, identifying what we do not know, and establishing how the study of the leadership of change should advance. In the late seventies and early eighties, as interest in managing and leading change was fuelled by the competitive threat of Asia in general and Japan in p...
