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Full Description
With a rapidly changing environment, aggressive competition, and ever-increasing customer demands, organizations must understand how to effectively adapt to challenges and find opportunities to successfully implement change. Bridging current theory with practical applications, Organizational Change combines conceptual models with concrete examples and useful exercises to dramatically improve the knowledge, skills, and abilities of students in creating effective change. You will learn to identify needs, communicate a powerful vision, and engage others in the process. This unique toolkit will provide you with practical insights and tools to implement, measure, and monitor sustainable change initiatives to guide organizations to desired outcomes. Key FeaturesTakes a pragmatic, action-oriented approach: Frameworks are given to help you understand, plan, implement, and evaluate change. Emphasizes the measurement of change: you will learn that measurement is crucial not only to determine the progress of change plans but also that measurement itself is a change tool. Demonstrates principles and applications: Engaging, real-world examples, exercises, and cases illustrate theory and concepts. Offers an integrating organizational change model: Each chapter is positioned in the organizational change model so you can see the connections between topics and chapters.
Contents
Chapter 1Defining Organizational ChangeThe Orientation of This BookEnvironmental Forces Driving Change TodayThe Implications of Worldwide Trends for Change ManagementOrganization Change RolesThe Requirements for Becoming a Successful Change LeaderSummaryChapter 2: Frameworks for Leading the Process of Organizational ChangeDifferentiating How to Change From What to ChangeThe Processes of Organizational ChangeApplication of the Change Path ModelSummaryChapter 3: Frameworks for Diagnosing OrganizationsOpen Systems Approach to Organizational AnalysisThe Nadler and Tushman Congruence ModelSterman's Systems Dynamics ModelQuinn's Competing Values ModelGreiner's Model of Organizational GrowthStacey's Complexity TheorySummaryChapter 4: Building and Energizing the Need for ChangeUnderstanding the Need for ChangeAssessing the Readiness for ChangeDeveloping a Powerful Vision for ChangeThe Difference Between an Organizational Vision and a Change VisionSummaryChapter 5: Navigating Change Through Formal Structures and SystemsMaking Sense of Formal Structures and SystemsImpact of Uncertainty and Complexity on Formal Structures and SystemsUsing Structures and Systems to Influence the Approval and Implementation of ChangeDeveloping Adaptive Systems and StructuresSummaryChapter 6: Navigating Organizational Politics & CulturePower Dynamics in OrganizationsOrganization Culture & ChangeUnderstanding the Perceptions of ChangeSummaryChapter 7: Managing Recipients of Change and Influencing Internal StakeholdersStakeholders Respond Variably to Change InitiativesResponding to Various Feelings in StakeholdersMake the Change of the Psychological Contract Explicit and TransparentIntegrity is One Antidote to Skepticism and CynicismAvoiding Coercion but Pushing Hard: The Sweet Spot?Creating Consistent Signals From Systems and ProcessesSteps to Minimize the Negative Effects of ChangeMake Continuous Improvement the NormEncourage People to Be Change Agents and Avoid the Recipient TrapSummaryChapter 8: Becoming a Master Change AgentFactors That Influence Change Agent SuccessDeveloping Into a Change LeaderDevelopmental Stages of Change LeadersInternal and External Consultants: Specialized, Paid Change AgentsSummaryChapter 9: Action Planning and ImplementationWithout a "Do It" Orientation, Things Won't HappenPrelude to Action: Selecting the Correct PathPlan the WorkAction Planning ToolsWorking the Plan Ethically and AdaptivelyTransition ManagementSummaryChapter 10: Measuring ChangeUsing Control Processes to Facilitate ChangeSelecting and Deploying MeasuresControl Systems and Change ManagementOther Measurement ToolsSummaryChapter 11: Summary Thoughts on Organizational ChangePutting The Change Path Model into PracticeFuture Organizations and Their ImpactBecoming an Organizational Change Agent: Specialists & GeneralistsParadoxes in Organization ChangeOrienting Yourself to Organization ChangeSummary
