Strategic Organizational Change
| Author | : Michael A. Beitler |
| Publisher | : Ingram |
| Total Pages | : 0 |
| Release | : 2006 |
| Genre | : Business consultants |
| ISBN | : 9780972606424 |
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Organizational Change
| Author | : Laurie Lewis |
| Publisher | : John Wiley & Sons |
| Total Pages | : 256 |
| Release | : 2011-03-21 |
| Genre | : Language Arts & Disciplines |
| ISBN | : 1444340352 |
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Organizational Change integrates major empirical, theoretical and conceptual approaches to implementing communication in organizational settings. Laurie Lewis ties together the disparate literatures in management, education, organizational sociology, and communication to explore how the practices and processes of communication work in real-world cases of change implementation. Gives a bold and comprehensive overview of communication research and ideas on change and those who bring it about Fills in an important piece of the applied communication puzzle as it relates to organizations Illustrated with student friendly, real life case studies from organizations, including organizational mergers, governmental or nonprofit policy or procedural implementation, or technological innovation Winner of the 2011 Organizational Communication NCA Division Book of the Year
Real Time Strategic Change
| Author | : Robert W. Jacobs |
| Publisher | : Berrett-Koehler Publishers |
| Total Pages | : 362 |
| Release | : 1997-09-11 |
| Genre | : Business & Economics |
| ISBN | : 9781576750308 |
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With Real Time Strategic Change, Robert Jacobs advocats a complete redesign of the way organisations change, and provides a practical guide through the entire change process.
Organizational Change Management Strategies in Modern Business
| Author | : Goksoy, Asl? |
| Publisher | : IGI Global |
| Total Pages | : 481 |
| Release | : 2015-10-30 |
| Genre | : Business & Economics |
| ISBN | : 146669534X |
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Scholars agree that change has become a staple in organizational life and will likely remain as such beyond the 21st century. As the rate of change continues to accelerate, organizations must strive to develop and implement new initiatives in order to obtain significant benefits to organizational survival, economic viability, and human satisfaction. Organizational Change Management Strategies in Modern Business covers the most important elements of change management as well as the difficulties and challenges that organizations have faced when implementing change. In sampling different disciplines relevant to topics such as resistance to change, mergers and acquisitions management, leadership, the role of human resource strategies, and culture, this reference work is a useful resource for academics, professionals, managers, administrators, and others interested in organizational change.
Managing Strategic Change
| Author | : Noel M. Tichy |
| Publisher | : John Wiley & Sons |
| Total Pages | : 470 |
| Release | : 1983-05-03 |
| Genre | : Business & Economics |
| ISBN | : 9780471865599 |
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Shows how managers can use the conceptual framework of TPC theory (technical, political, and cultural dynamics) to cope with major strategic reorientation. Raises such fundamental questions about the nature of organizations. What business(es) should we be in? Who should reap what benefits from the organization? What are the values and norms of organizational members? Provides concepts and workable technologies for dealing with these questions and preparing for future change. Includes extensive examples.
The Science of Successful Organizational Change
| Author | : Paul Gibbons |
| Publisher | : FT Press |
| Total Pages | : 364 |
| Release | : 2015-05-15 |
| Genre | : Business & Economics |
| ISBN | : 0133994821 |
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Every leader understands the burning need for change–and every leader knows how risky it is, and how often it fails. To make organizational change work, you need to base it on science, not intuition. Despite hundreds of books on change, failure rates remain sky high. Are there deep flaws in the guidance change leaders are given? While eschewing the pat answers, linear models, and change recipes offered elsewhere, Paul Gibbons offers the first blueprint for change that fully reflects the newest advances in mindfulness, behavioral economics, the psychology of risk-taking, neuroscience, mindfulness, and complexity theory. Change management, ostensibly the craft of making change happen, is rife with myth, pseudoscience, and flawed ideas from pop psychology. In Gibbons’ view, change management should be “euthanized” and replaced with change agile businesses, with change leaders at every level. To achieve that, business education and leadership training in organizations needs to become more accountable for real results, not just participant satisfaction (the “edutainment” culture). Twenty-first century change leaders need to focus less on project results, more on creating agile cultures and businesses full of staff who have “get to” rather than “have to” attitudes. To do that, change leaders will have to leave behind the old paradigm of “carrots and sticks,” both of which destroy engagement. “New analytics” offer more data-driven approaches to decision making, but present a host of people challenges—where petabyte information flows meet traditional decision-making structures. These approaches will have to be complemented with “leading with science”—that is, using evidence-based management to inform strategy and policy decisions. In The Science of Successful Organizational Change , you'll learn: How the VUCA (Volatile, Uncertain, Complex, and Ambiguous) world affects the scale and pace of change in today’s businesses How understanding of flaws in human decision-making can help leaders guide their teams toward wiser strategic decisions when the stakes are largest—including “when to trust your guy and when to trust a model” and “when all of us are smarter than one of us” How new advances in neuroscience have altered best practices in influencing colleagues; negotiating with partners; engaging followers' hearts, minds, and behaviors; and managing resistance How leading organizations are making use of the science of mindfulness to create agile learners and agile cultures How new ideas from analytics, forecasting, and risk are humbling those who thought they knew the future–and how the human side of analytics and the psychology of risk are paradoxically more important in this technologically enabled world What complexity theory means for decision-making in the context of your own business How to create resilient and agile business cultures and anti-fragile, dynamic business structures To link science with your "on-the-ground" reality, Gibbons tells “warts and all” stories from his twenty-plus years consulting to top teams and at the largest businesses in the world. You'll find case studies from well-known companies like IBM and Shell and CEO interviews from Nokia and Barclays Bank.
Large-Scale Organizational Change
| Author | : Christopher Laszlo |
| Publisher | : Routledge |
| Total Pages | : 259 |
| Release | : 2012-05-31 |
| Genre | : Business & Economics |
| ISBN | : 1136389261 |
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Large Scale Organizational Change provides the principles by which large scale organizations reinvent themselves not once, but on an ongoing basis. Continual reinvention allows leading companies to learn, adapt, and innovate faster than competitors in complex and fast changing environments. These action principles are based on first-hand experience at the world's leading Fortune 500 companies using emergent models of living systems. The context for large scale organizations is one of information overload, complexity and constant change. This book reduces the sense of vulnerability felt by managers. It provides a guide to piloting change in ways that lead to constant renewal and a capacity to survive frequent and often brutal changes in the operating environment. It describes a leadership concerned with the capacity to learn, inflection points, emergent strategies, knowledge management, the ability to anticipate, and tapping into the distributed intelligence resident in the organization. Large Scale Organizational Change provides managers with a framework for making their organizations highly adaptive in the complex market systems in which they operate, thereby reducing or eliminating the need for periodic episodes of traumatic restructuring and sometimes fatal reengineering processes.
Organizational Strategy, Structure, and Process
| Author | : Raymond E. Miles |
| Publisher | : Stanford University Press |
| Total Pages | : 424 |
| Release | : 2003-03-26 |
| Genre | : Business & Economics |
| ISBN | : 0804767173 |
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"Books and articles come and go, endlessly. But a few do stick, and this book is such a one. Organizational Strategy, Structure, and Process broke fresh ground in the understanding of strategy at a time when thinking about strategy was still in its early days, and it has not been displaced since." —David J. Hickson, Emeritus Professor of International Management & Organization, University of Bradford School of Management Originally published in 1978, Organizational Strategy, Structure, and Process became an instant classic, as it bridged the formerly separate fields of strategic management and organizational behavior. In this Stanford Business Classics reissue, noted strategy scholar Donald Hambrick provides a new introduction that describes the book's contribution to the field of organization studies. Miles and Snow also contribute new introductory material to update the book's central concepts and themes. Organizational Strategy, Structure, and Process focuses on how organizations adapt to their environments. The book introduced a theoretical framework composed of a dynamic adaptive cycle and an empirically based strategy typology showing four different types of adaptation. This framework helped to define subsequent research by other scholars on important topics such as configurational analysis, organizational fit, strategic human resource management, and multi-firm network organizations.
How Successful Organizations Implement Change
| Author | : Emad E. Aziz |
| Publisher | : Project Management Institute |
| Total Pages | : 354 |
| Release | : 2017-10-02 |
| Genre | : Business & Economics |
| ISBN | : 1628253878 |
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The only constant is change—especially in today's business environment. Increasing globalization and the rise of new markets and technologies are forcing companies to compete in a more turbulent world than ever. To survive and thrive, organizations must be able to continuously evolve. Unfortunately, people tend to resist change. Uncertainty can be daunting, and people generally prefer to keep doing what they already know, avoiding unfamiliar situations, particularly in their work. The good news is that change can be managed using the same processes many organizations already use in their day-to-day project management activities. After all, every project results in some type of change to an organization. Building on the Project Management Institute's Managing Change in Organizations: A Practice Guide, and drawing on the project management expertise of a wide variety of authors, How Successful Organizations Implement Change explains the critical aspects of the change management process and outlines the methods that project, program, and portfolio managers can utilize to bring effective change in a complex and transient business context. For practitioners who are directly leading the change effort as well as those affected by it; for executives formulating strategies, even those managing operations; and for academics researching or teaching others about organizational change management, the examples provided in this book cover a broad range of industries and areas of business. How Successful Organizations Implement Change combines the change management knowledge of experts, academics, researchers, and practitioners with tools, processes, and templates, all of which make this volume a valuable resource, a must-have, for leaders of change in organizations.
Leading Positive Organizational Change
| Author | : Bart Tkaczyk |
| Publisher | : Routledge |
| Total Pages | : 174 |
| Release | : 2020-12-15 |
| Genre | : Business & Economics |
| ISBN | : 1000260003 |
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Although many organizations see the need to transform and to reinvent themselves, for far too many leaders, "change" and "failure" are virtual synonyms. In fact, most organizational change efforts fail. But that needn’t be the case, and help is at hand. Leading Positive Organizational Change, an alternative way to think about organizational change and development, is a strategic, learnable discipline that can re-energize and re-imagine your enterprise, and release the potential for change – delivering a positive, creative future and breakthrough bottom-line results. Written by an award-winning expert in positive organization development and change leadership, this book provides executives, change leaders, and change leadership teams with a step-by-step guide for collaboratively crafting and executing a change strategy that aligns with organizational objectives so as to fuel their future. With a strong science-backed and field-tested "how to" approach, and with a radical focus on organizational positivity, super-flexibility and renewal, collective design thinking and applied imagination, this highly practical book features: A ToolBox of 30 powerful, imaginative (and time-saving!) tools for you to use in practicing leading positive organizational change and carrying through your change program – with example templates and worksheets, concise notes and ideas from numerous complex global projects. Lead-ins to each chapter that are a fundamental feature of the book, representing a springboard to a chapter and serving the purpose of awakening interest in the topic. Dialogic Reflection for Professional Team Development, at the start of each chapter, that enables you (and your team as a whole) to reflect on and discuss some thought-provoking questions, linking to the chapter and helping to contextualize your learning. Industry Snapshots that explore current issues and trends in one of the fastest-growing professions and industries – coaching and consulting. Windows on Practice that demonstrate how issues are applied in real-life business situations, offering a range of interesting topical illustrations of positive change leadership in practice, relating the core concepts of the book to real-world settings. Summary Propositions, at the end of each chapter, that recap and reinforce the key takeaways from the chapter. References to help you take your learning and development further. Tkaczyk’s engaging, reflective, task-based book equips the change leader and leadership teams with the skills needed to navigate chaos and the unexpected, to renew your business and create winning change. This action-based workbook can be used in a variety of business settings, among others, executive leadership team meetings, organization development and change consulting, design-led strategy retreats, human resource development consultancy, executive 1:1 and team coaching, leadership boot camps, design thinking workshops and sprints, innovation labs, and executive education and MBA courses – as a handy additional text in either an organization development and change or human resource management class. It can also be used in a flexible strategic transformation program – with the flow of the change execution process mapped within the context of a specific change initiative.
