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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 33000000000197 | HD58.8 C355 2012 | Open Access Book | Book | Searching... |
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Summary
Summary
Written for students and professionals alike, Making Sense of Change Management is the classic text in the field of change management. It is aimed at anyone who wants to understand why change happens, how it happens and what needs to be done to make change a welcome rather than a dreaded concept. It offers considered insights into the many frameworks, models and ways of approaching change and helps the reader to apply the right approach to each unique situation. This completely revised and fully updated new edition includes new chapters on managing change in tough and uncertain times and the deeper skills of becoming a true agent of change.
Author Notes
Esther Cameron is a consultant who specializes in change management. Mike Green works as a consultant and tutor at Henley Business School. Both are established authors in the area of change and leadership and are also co-authors of Making Sense of Leadership (also published by Kogan Page).
Reviews 1
Choice Review
Change is a vital part of any organization and must be handled in a sensitive/prescribed way to ensure success. A leader needs to understand change, and this monograph provides the resources and knowledge to ensure a successful change effort. The third edition contains two additional chapters, reflecting the rate of change occurring in society and organizations. The book's 11 chapters are organized into three parts and are not meant to be read in sequential order. The first part deals with the various theories of organizational change, while the second discusses their applications. The third part deals with emerging inquiries into organizational change and "change in uncertain time." The authors, organizational change consultants, include "Stop and Think!" questions throughout the book, which allow readers the opportunity to ponder the material being read and to consider how they would deal with the topic. The "Food for Thought" sections permit readers to contemplate their own ideas/thoughts on how they handled a previous situation related to the topic or to gain additional insights. Summing Up: Recommended. All readership levels. W. A. Garrett Troy University
Table of Contents
| Acknowledgements |
| Introduction |
| Who this book is aimed at |
| The basic content of the book |
| Why explore different approaches to change? |
| Overview of structure |
| Message to readers |
| Part 1 The Underpinning Theory |
| 1 Individual change |
| 2 Team change |
| Introduction |
| What is a group and when is it a team? |
| Why we need teams |
| The types of organizational teams |
| How to improve team effectiveness |
| What team change looks like |
| The leadership issues in team change |
| How individuals affect team dynamics |
| How well teams initiate and adapt to organizational change |
| Summary and conclusions |
| 3 Organizational change |
| How organizations really work |
| Models of and approaches to organizational change |
| Summary and conclusions |
| 4 Leading change |
| Introduction |
| Visionary leadership |
| Roles that leaders play |
| Leadership styles, qualities and skills |
| Different leadership for different phases of change |
| The importance of self-knowledge and inner resources |
| Summary and conclusions |
| 5 The change agent |
| Introduction |
| Models of change agency |
| The consulting process |
| Change agent tools and frameworks |
| Competencies of the change agent |
| Deeper aspects of being a change agent |
| Summary and conclusions |
| Part 2 The Applications |
| Strategic change process |
| Overview of structure |
| 6 Restructuring |
| Reasons for restructuring |
| The restructuring process |
| Restructuring from an individual change perspective: the special case of redundancy |
| Enabling teams to address organizational change |
| Conclusion |
| 7 Mergers and acquisitions |
| The purpose of merger and acquisition activity |
| Lessons from research into successful and unsuccessful mergers and acquisitions |
| Applying the change theory: guidelines for leaders |
| Summary |
| 8 Cultural change |
| Guidelines for achieving successful cultural change |
| Case study 1 aligning the organization |
| Case study 2 rebranding the organization |
| Case study 3 creating an employer brand |
| 9 IT-based process change |
| Strategy and IT |
| The role of IT management |
| The need for IT change managers |
| Achieving process change |
| Changing the information culture |
| New rules for a new age |
| Summary and conclusions |
| Part 3 Emerging Inquiries |
| 10 Complex change |
| Introduction |
| When is change complex? |
| Understanding how complexity science applies to organizational change |
| Tools that support complex change |
| The role of leaders in complex change |
| Summary and conclusions |
| 11 Leading change in uncertain times |
| Introduction |
| The impact of uncertainty on our working lives |
| New organizational forms and ways of doing business |
| New careers and the need for 'managing oneself' |
| Decision making in an uncertain world |
| Skills and tools to support leading change through uncertainty |
| Summary and conclusions |
| Conclusion |
| How to get in touch with the authors of this book |
| References |
| Index |
