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The theory and practice of change management
Author
Publisher
Palgrave Macmillan
Publication Date
2007
Language
English
Description
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Table of Contents
From the Book - 2nd ed.
List of figures
List of tables
List of case studies
Preface
Acknowledgements
List of abbreviations and acronyms
Part I. Core concepts
1. The nature of change
The rate of change is not constant
The punctuated equilibrium paradigm
The gradualist paradigm
The nature of change confronting most organisations
The possibility of anticipating change
A typology of organisational change
Implications of different types of change for change management practice
New patterns of change
The impact of change on organisational members
Conclusion
Summary
References
2. Organisational effectiveness and the role of change management
Assessing organisational effectiveness
The assessment of effectiveness in your organisation
Change agency and organisational effectiveness
Voluntarism and change agency
Beliefs about change agency
Beliefs about change agency in your organisation
Summary
References
3. Systems models and alignment
Open-systems theory
Contingency theories
Alignment as a determinant of organisation effectiveness
A congruence model of organisations
The utility of the concept of alignment
Summary
References
4. Organisational learning and organisational effectiveness
The nature of strategy and strategic change management
Organisational learning
The role of knowledge transfer in organisational learning
Impediments to organisational learning
Summary
References
5. Process models of change
The nature of change as a process
Stages in the process of managing change
Key steps in the change process
Managing the people issues
Summary
References
Part II. Recognising and diagnosing the need for change
6. Recognising the need for change and starting the change process
Recognising the need for change
Translating recognition of need for change into desire for change
Doing something about it: starting the change process
Establishing a change relationship
Summary
References
7. Diagnostic models
The role of models in organisational diagnosis
Using models for diagnosis
Different models for organisational diagnosis
Revising your personal model of organisational functioning
Summary
References
8. Gathering and interpreting information for diagnosis
Selecting a diagnostic model
Clarifying information requirements
Information gathering
Analysis
Interpretation
Political considerations
Summary
References
Part III. Managing the people issues
9. Power, politics and stakeholder management
Organisations as political arenas
Power
Stakeholders
Which stakeholders should be taken into account by change managers?
A lifecycle approach to stakeholder management
Managing stakeholders
Summary
References
10. The role of leadership in change management
Differences between leadership and management
Managerial work, in times of change, is increasingly a leadership task
The collective nature of leadership
A checklist for leading change
Summary
References
11. Communicating change
Features of communication networks
Communication strategies
Organisational silence: a major barrier to change
Interpersonal effects on the quality of communication
Summary
References
12. Training and development
Achieving a 'match' between organisational members and changing task demands
A systematic approach to training
Training for change: the Australian experience
Summary
References
13. Motivating others to change
Organisational commitment and the level of support for change
Reasons for resisting specific changes
Expectancy theory and the motivation to support or resist change
Assessing the availability of valued outcomes
Expectancies about effort-performance and performance-outcome relationships and equity of net benefits
Resistance and the need to motivate people to change
Summary
References
14. Managing personal transitions
The nature of personal transitions
The personal cost of coping with transitions
Adjusting to organisational change
Organisational change and personal transition
A model of change as a transition
The stages of psychological reaction
Validation of the model
Some observations on the stage model of transitions
Implications for individuals and change managers
Facilitating progress through a transition
Summary
References
Part IV. Shaping implementation strategies and managing the change
15. Shaping implementation strategies
The trap of success
Effective change strategies
The third way: a combined economic/OD strategy
Top management's reluctance to adopt a combined 'drive and develop' approach
Situational variables that can shape an implementation strategy
Alternative start points
Summary
References
16. Maintaining control during the change
Develop and communicate a clear vision of the future state
Appoint a transition manager
Develop a transition plan
Provide the resources for the transition
Reward transition behaviours
Use multiple and consistent leverage points for change
Develop feedback mechanisms
Summary
References
Part V. Interventions
17. Types of intervention
Four case studies
A classification of interventions based on 'who does what'
A classification of interventions based on focal issues
Summary
References
18. Action research
Action research and organisational learning
The process of action research
Results from action research
Summary
References
19. Appreciative inquiry
The social construction of reality
A theory of intervention
A methodology for intervening in organisations
Applications
Summary
References
20. High-performance management
'Soft' and 'hard' models of HRM
Theoretical foundations: how commitment strategies work
The alignment of HRM practices
Results from high-performance management systems
Diagnosing external alignment
Diagnosing internal alignment
Summary
References
21. Business process reengineering
The nature of BPR
The application of BPR
Results from BPR
Summary
References
22. Selecting interventions
Beware fashions and fads
Factors indicating which interventions to use
Where there is a need to use more than one type of intervention
Sequencing interventions
Summary
References
Part VI. Keeping the change on track
23. Reviewing and sustaining change
Managing the implementation stage of the change process
Monitoring the implementation of the change plan
The role of performance measures in the management of change
The Balanced Scorecard
Developing tools to help with implementation
Sustaining the change
Summary
References
Part VII. Developing and maintaining helping relationships
24. Modes of intervening
The hierarchical nature of interpersonal skills
Intervention styles
The goal of intervening
Helping skills
Summary
References
25. Effective helping and the stages of the helping relationship
Mode of intervening and the stage of the helping relationship
Stages in the helping process
Summary
References
Author index
Subject index
Excerpt
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Author Notes
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More Details
ISBN
9781403992987
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