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Full Description
This book challenges the practice or organizational change programmes. It uses two case studies in depth to illustrate that consulting companies can often get it wrong. Senior managers often do not know enough about managing change. The text is arranged around eight deadly sins to avoid in the practice of change: self-deception of the change agents rather than self-awareness; destruction of the identity of the organization caused by arrogance; especially of the large consulting companies; destruction of cohesion; gobbledygook language; concentrating on structural change, not behavioural change; making the organization worse, not better; the intelligence in resistance; and the deep trauma of redundancy.
The author's main objective is to get academics and practitioners to stop and think about what they are doing when they work with organizations. Organizational Change in Practice will be of interest to business professionals seeking to understand how change can impact their organization as well as organizational consultants.
Contents
Introduction
Part I Change can make your organization worse
Part II Change can make your organization better
Part III Resistance and reactions
Part One: Making the organization worse
Chapter One: Self-awareness and self-deception
Chapter Two: The destruction of the identity of the organization
Chapter Three: Destroying cohesion in the organization
Part II: Making the organization better
Chapter Four: Gobbledygook
Chapter Five: Behaviour not just strategy and structure
Chapter Six: How do you know if the organization is better or worse?
Part III Resistance and reactions to change
Chapter Seven: Resistance from Intelligent People
Chapter Eight: The Deep Trauma of Redundancy
