Making Sense of Change Management: A Complete Guide to the Models, Tools & Techniques of Organizational Change, 2nd Edition | by Esther Cameron and Mike Green | 2009 | ISBN: 9780749453107. Change Management Books.
Making Sense of Change Management: A Complete Guide to the Models, Tools & Techniques of Organizational Change, 2nd Edition
by Esther Cameron and Mike Green
2009 (384 pages)
ISBN:9780749453107
Written for students and professionals alike, this guide 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.
Get this PDF EBook by clicking below: |
Making Sense of Change Management—A Complete Guide to the Models, Tools & Techniques of Organizational Change, 2nd Edition
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 One – The underpinning theory
Chapter 1 – Individual change
INTRODUCTION
LEARNING AND THE PROCESS OF CHANGE
THE BEHAVIOURAL APPROACH TO CHANGE
THE COGNITIVE APPROACH TO CHANGE
THE PSYCHODYNAMIC APPROACH TO CHANGE
THE HUMANISTIC PSYCHOLOGY APPROACH TO CHANGE
PERSONALITY AND CHANGE
MANAGING CHANGE IN SELF AND OTHERS
SUMMARY AND CONCLUSIONS
Chapter 2 – Team change
OVERVIEW
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
Chapter 3 – Organizational change
OVERVIEW
HOW ORGANIZATIONS REALLY WORK
MODELS OF AND APPROACHES TO ORGANIZATIONAL CHANGE
SUMMARY AND CONCLUSIONS
Chapter 4 – Leading Change
INTRODUCTION
VISIONARY LEADERSHIP
ROLES THAT LEADERS PLAY
LEADERSHIP STYLES AND SKILLS
DIFFERENT LEADERSHIP FOR DIFFERENT PHASES OF CHANGE
THE IMPORTANCE OF SELF-KNOWLEDGE AND INNER RESOURCES
SUMMARY AND CONCLUSIONS
Part Two – The applications
Chapter 5 – Restructuring
OVERVIEW
REASONS FOR RESTRUCTURING
THE RESTRUCTURING PROCESS
RESTRUCTURING FROM AN INDIVIDUAL CHANGE PERSPECTIVE: THE SPECIAL CASE OF REDUNDANCY
ENABLING TEAMS TO ADDRESS ORGANIZATIONAL CHANGE
CONCLUSION
Chapter 6 – Mergers and acquisitions
OVERVIEW
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
Chapter 7 – Cultural change
OVERVIEW
GUIDELINES FOR ACHIEVING SUCCESSFUL CULTURAL CHANGE
CASE STUDY ONE: ALIGNING THE ORGANIZATION
CASE STUDY TWO: REBRANDING THE ORGANIZATION
CASE STUDY THREE: CREATING AN EMPLOYER BRAND
Chapter 8 – IT-Based Process Change
OVERVIEW
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 Three – Emerging inquiries
Chapter 9 – 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
Chapter 10 – The Right Way to Manage Change?
INTRODUCTION
WHAT THE RESEARCH SAYS
DIFFERENT APPROACHES TO GETTING READY FOR CHANGE
LEADING CHANGE
HOW DO YOU KNOW WHETHER CHANGE IS WORKING?
SUMMARY AND CONCLUSIONS
Conclusion
THE IMPORTANCE OF PERIPHERAL VISION
FINDING THE SPACE TO REFLECT
HOW TO GET IN TOUCH WITH THE AUTHORS OF THIS BOOK
References
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