Show managers of all stripes how to be key change leaders.
In today’s world, organizational resilience, adaptability and agility gain new prominence. Awaken, mobilize, accelerate, and institutionalize change with
Organizational Change: An Action-Oriented Toolkit. Bridging theory with practice, this new edition uses models, examples, and exercises to help students engage others in the change process. Authors Gene Deszca, Cynthia Ingols, and Tupper F. Cawsey provide tools for implementing, measuring, and monitoring sustainable change initiatives and helping organizations achieve their objectives. The
Fourth Edition includes new critical thinking exercises, cases, checklists, and examples as well as updated coverage of key topics such as social media, power dynamics, decision testing, storytelling, and control systems.
In today’s world, organizational resilience, adaptability and agility gain new prominence. Awaken, mobilize, accelerate, and institutionalize change with
Organizational Change: An Action-Oriented Toolkit. Bridging theory with practice, this new edition uses models, examples, and exercises to help students engage others in the change process. Authors Gene Deszca, Cynthia Ingols, and Tupper F. Cawsey provide tools for implementing, measuring, and monitoring sustainable change initiatives and helping organizations achieve their objectives. The
Fourth Edition includes new critical thinking exercises, cases, checklists, and examples as well as updated coverage of key topics such as social media, power dynamics, decision testing, storytelling, and control systems.
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İçerik tablosu
PrefaceAcknowledgments
CHAPTER 1 • Changing Organizations in Our Complex World
Defining Organizational Change
The Orientation of This Book
The Implications of Worldwide Trends for Change Management
Organizational Change Roles
The Requirements for Becoming a Successful Change Leader
Summary
Key Terms
End-of-Chapter Exercises
CHAPTER 2 • How to Lead Organizational Change: Frameworks
Differentiating How to Change from What to Change
The Processes of Organizational Change
(1) Stage Theory of Change: Lewin
(2) Stage Model of Organizational Change: Kotter
(3) Giving Voice to Values: Gentile
(4) Emotional Transitions Through Change: Duck
(5) Managing the Change Process: Beckhard and Harris
(6) The Change Path Model: Deszca and Ingols
Application of the Change Path Model
Summary
Key Terms
End-of-Chapter Exercises
CHAPTER 3 • What to Change in an Organization: Frameworks
Open Systems Approach to Organizational Analysis
(1) Nadler and Tushman’s Congruence Model
(2) Sterman’s Systems Dynamics Model
(3) Quinn’s Competing Values Model
(4) Greiner’s Model of Organizational Growth
(5) Stacey’s Complexity Theory
Summary
Key Terms
End-of-Chapter Exercises
CHAPTER 4 • Building and Energizing the Need for Change
Understanding the Need for Change
Assessing the Readiness for Change
Developing a Powerful Vision for Change
The Difference Between an Organizational Vision and a Change Vision
Examples of Visions for Change
Summary
Key Terms
A Checklist for Change: Creating the Readiness for Change
End-of-Chapter Exercises
CHAPTER 5 • Navigating Change Through Formal Structures and Systems
Making Sense of Formal Structures and Systems
Impact of Uncertainty and Complexity on Formal Structures and Systems
Formal Structures and Systems From an Information Perspective
Using Structures and Systems to Influence the Approval and Implementation of Change
Aligning Strategically, Starting Small, and “Morphing” Tactics
The Interaction of Structures and Systems with Change During Implementation
Using Structures and Systems to Facilitate the Acceptance of Change
Summary
Key Terms
Checklist: Change Initiative Approval
End-of-Chapter Exercises
CHAPTER 6 • Navigating Organizational Politics and Culture
Power Dynamics in Organizations
Organizational Culture and Change
Tools to Assess the Need for Change
Summary
Key Terms
Checklist: Stakeholder Analysis
End-of-Chapter Exercises
CHAPTER 7 • Managing Recipients of Change and Influencing Internal Stakeholders
Stakeholders Respond Variably to Change Initiatives
Responding to Various Feelings in Stakeholders
Make the Change of the Psychological Contract Explicit and Transparent
Integrity is One Antidote to Skepticism and Cynicism
Avoiding Coercion but Pushing Hard: The Sweet Spot?
Creating Consistent Signals from Systems and Processes
Steps to Minimize the Negative Effects of Change
Make Continuous Improvement the Norm
Encourage People to Be Change Agents and Avoid the Recipient Trap
Summary
Key Terms
Checklist: How to Manage and Minimize Cynicism About Change
End-of-Chapter Exercises
CHAPTER 8 • Becoming a Master Change Agent
Factors That Influence Change Agent Success
Developing into a Change Leader
Developmental Stages of Change Leaders
Four Types of Change Leaders
Internal Consultants: Specialists in Change
External Consultants: Specialized, Paid Change Agents
Change Teams
Change from the Middle: Everyone Needs to Be a Change Agent
Rules of Thumb for Change Agents
Summary
Key Terms
Checklist: Structuring Work in a Change Team
End-of-Chapter Exercises
CHAPTER 9 • Action Planning and Implementation
Without a “Do It” Orientation, Things Won’t Happen
Prelude to Action: Selecting the Correct Path
Plan the Work
Action Planning Tools
Working the Plan Ethically and Adaptively
Transition Management
Summary
Key Terms
End-of-Chapter Exercises
CHAPTER 10 • Get and Use Data Throughout the Change Process
Selecting and Deploying Measures
Measurement Systems and Change Management
Other Measurement Tools
Summary
Key Terms
Checklist: Creating a Balanced Scorecard
End-of-Chapter Exercises
CHAPTER 11 • The Future of Organizations and the Future of Change
Putting the Change Path Model into Practice
Future Organizations and Their Impact
Becoming an Organizational Change Agent: Specialists and Generalists
Paradoxes in Organizational Change
Orienting Yourself to Organizational Change
Summary
End-of-Chapter Exercises
Notes
Index
About the Authors
Yazar hakkında
Tupper F. Cawsey is professor emeritus of Business, Wilfrid Laurier University. He served as editor, Case Research Journal, for the North American Case Research Association. He has served on several boards of directors and was chair, Lutherwood Board from 2003–2008. Tupper was recognized nationally in 2001 as one of Canada’s top five business professors by receiving the Leaders in Management Education award, sponsored by Pricewaterhouse Coopers and the National Post. He is also the 1994 recipient of the David Bradford Educator Award, presented by the Organizational Behavior Teaching Society, and the 1990 Wilfrid Laurier University “Outstanding Teacher Award.”Tupper created the Case Track for the Administrative Sciences Association of Canada, a peer review process for cases. He is author or coauthor of over six books and monographs including, Toolkit for Organizational Change—1st Edition, Canadian Cases in Human Resource Management, Cases in Organizational Behaviour, and several monographs including Control Systems in Excellent Canadian Companies and the Career Management Guide. Tupper has over 50 refereed journal and conference publications. In 2005, he received the Christiansen Award from the Kaufman Foundation and the North American Case Research Association (NACRA), and in 2007 his case, “Board Games at Lutherwood, ” won the Directors College Corporate Governance Award and the Bronze Case Award at the NACRA Conference. In 2009, his case, “Nu Comm International, ” won the Gold Case Award at the NACRA Conference.
Dil İngilizce ● Biçim EPUB ● Sayfalar 480 ● ISBN 9781544351414 ● Dosya boyutu 8.2 MB ● Yayımcı SAGE Publications ● Kent Thousand Oaks ● Ülke US ● Yayınlanan 2019 ● Baskı 4 ● İndirilebilir 24 aylar ● Döviz EUR ● Kimlik 7152115 ● Kopya koruma Adobe DRM
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