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.
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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