Managing Change in Organizations

Cover
Cover2
Half title page
Title page
Brief contents
Contents
Preface
Acknowledgements
Part 1: Organization change: setting the context
	Chapter 1: The challenge of change
		Introduction
		Profiling ambition
		Implementation
		Change architecture
		Conclusion
		Exercises
	Chapter 2: Organization structures: choice and leadership
		Introduction
		Management structures and management in action
		The dilemmas of organization
		Leadership and ‘excellence’
		Conclusion
		Exercises
	Chapter 3: The transformation perspective
		Introduction
		New ‘rules for the organizational game’
		Changing organizations
		Transforming the organization
		The value-added organization
		The network organization
		Conclusion
		Exercises
Part 2: Theories of organization change
	Chapter 4: Theories of change: traditional models
		Introduction
		The ‘clinical’ approach
		Linear approaches
		Systems theory
		Emergent approaches to change
		Conclusion
		Exercises
	Chapter 5: Theories of change: critical perspectives
		Introduction
		Emerging thinking about organizational change
		Experience-based design
		Social movements and large-scale change
		The evolution of theory about organization change
		Conclusion
		Exercises
	Chapter 6: Theories of change: strategic management models
		Introduction
		Strategic management: the resource-based view
		The level of ambition
		Radical or transformational change
		Conclusion
		Exercises
Part 3: Themes and issues inorganization change
	Chapter 7: Organizations in the twenty‑first century: the value‑added organization
		Introduction
		Changing the rules of the game
		Techniques for a value‑added organization
		Conclusion
		Exercises
	Chapter 8: Sustaining organizational effectiveness
		Introduction
		Blocks to problem solving and change
		Organizations and rationality
		Contingency, choice and organizational environments
		The innovative organization
		Conclusion
		Exercises
	Chapter 9: Leadership in practice
		Introduction
		All things to all men!
		Leadership, vision and strategy
		Leaders and situations
		The context of leadership
		Managers and leadership
		Leadership and ‘human scale’
		conclusion
		Exercises
	Chapter 10: The learning organization
		Introduction
		Changing perceptions of organization
		Disciplines for the learning organization
		Convergence and the learning organization
		Competence development in handling change
		Conclusion
		Exercises
	Chapter 11: Strategies for change
		Introduction
		Management performance and learning
		Conclusion
		Exercises
Part 4: Change management techniques
	Chapter 12: Diagnosing change
		Introduction
		Monitoring performance, measuring effectiveness
		Efficiency and effectiveness
		Techniques for assessment
		Understanding the ‘human’ dimension of change
		The change equation
		Authenticity in diagnosis
		Conclusion
		Exercises
	Chapter 13: Managing major changes
		Introduction
		Managerial skills for effective organizational change
		Coping with organizational change
		Coping with change
		The coping cycle
		Coping with the process of change
		Crafting change for the individual
		Providing information
		Give people time
		Involving people
		Conclusion
		Exercises
	Chapter 14: Change architecture
		Introduction
		Cycles of change
		Learning and change
		Programmes of change
		Change architecture: blocks
		Conclusion
		Exercises
	Chapter 15: A strategy for organizational effectiveness
		Introduction
		Force field analysis
		The implementation exercise (checklists 1 and 2)
		The self-assessment exercise (checklist 3)
		Conclusion
		Exercises
Part 5: Strategic change
	Chapter 16: Learning from change
		Introduction
		Managing change for management development
		The management of crisis and turnaround
		Conclusion
		Exercises
	Chapter 17: Culture models and organization change
		Introduction
		What is organization culture?
		Models of organizational culture
		Managing corporate politics
		Leadership and corporate politics
		Coping with conflict
		Managing corporate politics
		Conclusion
		Exercises
	Chapter 18: Strategic convergence: a new model for organization change
		Introduction
		Ambition in change
		Components of change architecture
		Performance characteristics of change architecture
		Ensuring appropriate structure
		Resonance
		Change culture
		Change leadership
		Accelerator effect
		A framework for assessing capability to change
		Conclusion
		Exercises
		Appendix: The change capability framework
	Chapter 19: Strategies for corporate transformation
		introduction
		‘Market-induced’ change
		Learning as a transformational resource
		Strategy for corporate transformation
		Conclusion
		Exercises
References
Index