Making Sense of Change Management (Paperback)

Making Sense of Change Management Book Description

About the Book :

The world we live in continues to change at an intense rate. The rate of change and discovery outpaces our individual ability to keep up with it. The organizations we work in or rely on to meet our needs and wants are also changing dramatically, in terms of their strategies, their structures,their systems, their boundaries and of course their expectations of their staff and their managers.

Making Sense of Change Management is the classic text in the field of change management. Written for students and professionals alike, it is aimed at anyone who wants to understand why change happens, how it happens and what needs to be done to make change a welcome - rather than a dreaded - concept. It 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.

The third edition has been completely revised and updated with two new chapters, the first covering the role and the nature of the change agent and the second tackling the significant. challenge for today’s leaders of leading change in these uncertain times.

About the Author :

Esther Cameron and Mike Green help organizations and executives to manage and lead change. They work in the private, public and not-for-profit sectors and use a variety of coaching, consultancy and workshop interventions to support organizational change. Mike heads up Transitional Space and tutors in Leadership, Change and Personal Development at Henley Business School, and Esther is one of the founding Directors of innovative change consultancy Integral Change Consulting Ltd, having lectured on change management for the University of Bristol for ten years.

Contents :

PART ONE: THE UNDERPINNING THEORY

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

Team change
 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

Organizational change
 How organizations really work
 Models of and approaches to organizational change
 Summary and conclusions

Leading change
 Introduction
 Visionary leadership
 Roles that leaders play
 Leadership styles qualities and skills
 Different leadership for different phases of change
 The importance of self-knowledge and inner resources
 Summary and conclusions

The change agent
 Introduction
 Models of change agency
 The consulting process
 Change agent tools and frameworks
 Competencies of the change agent
 Deeper aspects of being a change agent
 Summary and conclusions

PART TWO: THE APPLICATIONS

Strategic change process
 Overview of structure

Restructuring
 Reasons for restructuring
 The restructuring process
 Restructuring from an individual change perspective: the special case of redundancy
 Enabling teams to address organizational change
 Conclusion

Mergers and acquisitions
 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

Cultural change
 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

IT-based process change
 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

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

Leading change in uncertain times
 Introduction
 The impact of uncertainty on our working lives
 New organizational forms and ways of doing business
 New careers and the need for ‘managing oneself’
 Decision making in an uncertain world
 Skills and tools to support leading change through uncertainty
 Summary and conclusions

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