| 000 | 05712cam a22004098i 4500 | ||
|---|---|---|---|
| 008 | 131226s2014 pau 000 0 eng | ||
| 010 | _a 2013049652 | ||
| 020 | _a9780749470838 | ||
| 020 | _z9780749470845 (ebk.) | ||
| 040 |
_aDLC _beng _cDLC _erda |
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| 042 | _apcc | ||
| 050 | 0 | 0 |
_aHD58.8 _b.C32156 2014 |
| 082 | 0 | 0 |
_a658.4/06 _223 |
| 084 |
_aBUS041000 _aBUS071000 _aBUS103000 _2bisacsh |
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| 100 | 1 | _aCampbell, Helen. | |
| 245 | 1 | 0 |
_aManaging organizational change : _ba practical toolkit for leaders / _cHelen Campbell. |
| 263 | _a1111 | ||
| 264 | 1 |
_aPhiladelphia, PA : _bKogan Page, _c2014. |
|
| 300 |
_aix, 291 p. : _bill. ; _c24 cm. |
||
| 336 |
_atext _2rdacontent |
||
| 337 |
_aunmediated _2rdamedia |
||
| 338 |
_avolume _2rdacarrier |
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| 520 |
_a"With new technology, global markets and increased regulation, the pace and complexity of change is increasing so organizations can maintain a competitive advantage. With the constant scrutiny on investments, it is imperative to learn how to easily and reliably deliver the benefits organizations need.Centered around the author's Cycle of Change Model, Managing Organizational Change encourages readers to reflect on their current situation and use the tools and templates to assess whether their organizations are ready to embark on organization change. It looks at what traits organizations need to have in order to change -- culture, capacity, commitment, capability -- as well as what organizations have to do to be successful -- direct, drive, deliver, prepare, propagate and profit. It explains which type of resources are needed in order to achieve long term change, which tasks, roles and activities need to be in place, and crucially, how to lead during a time of great unease. Featuring case studies, reflection questions, checklists, action planning and summaries, this book brings together all the different roles and functions within an organization that a leader has to manage effectively in order to bring about successful and sustainable organizational change"-- _cProvided by publisher. |
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| 520 |
_a"A critical area of competitive advantage is the ability of organizations to lead rather than follow changes in the market. This means having the ability to roll out the right changes quickly and reliably in a way that delivers a return on investment. Managing Organizational Change brings together all the different roles and functions within an organization that a leader has to manage effectively to ensure successful and sustainable organizational change. Centred around the Cycle of Change Model, it provides a practical yet reflective overview of the four things you have to have (culture, capacity, commitment and capability) and the six things you have to do (direct, drive, deliver, prepare, propagate and profit). It explains which type of resources you need in order to achieve long term change, which tasks, roles and activities need to be in place and crucially, how to lead during a time of great unease. Managing Organizational Change will help you deliver better outcomes, reflect on what your organization needs to do better and ensure change is embedded throughout your organization"-- _cProvided by publisher. |
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| 505 | 8 | _aMachine generated contents note: Introduction: Dear Reader 1 It's not working! -- The project team and the business don't get on -- Poor change disrupts the business -- Poor return on investment2 The cycle of change 3.1 Culture to change -- Assess your culture -- Internal cultural forces -- Culture traps -- Culture tips3.2 Capacity to change -- People -- Time -- Money -- Equipment and physical resources -- Resource strategy -- Capacity traps -- Capacity ideas3.3 Commitment to change -- Commitment traps -- Commitment tips3.4 Capability to change -- Organizational change skills -- Change capability and competitive advantage -- Capability strategy -- Capability traps -- Capability tips4.1 Direct the change -- Where are we going? -- Why are we going there and why now? -- How will we get there? -- Direct traps -- Direct tips4.2 Drive the change -- The driver -- Driving skills and attributes -- Drive traps -- Drive ideas4.3 Deliver the change -- Project programme and portfolio management -- Project manager -- Project team -- Delivery governance -- Deliver traps -- Deliver ideas4.4 Prepare for the change -- Preparing your people -- Preparing your environment -- Change management -- Change manager -- Prepare traps -- Prepare ideas4.5 Propagate the change -- Making new behaviours stick -- Measuring whether the change has stuck -- Propagate traps -- Top 10 ideas for propagating change4.6 Profit from the change -- Benefits -- Predicting success -- Managing benefits -- Benefits management process -- Profit traps -- Profit ideas5 What next Appendix 1: Cycle of Change Model mapped to Kotter's eight steps -- Appendix 2: Cultural assessment -- Appendix 3: Capacity assessment -- Appendix 4: Commitment assessment -- Appendix 5: Capability assessment -- Appendix 6: Direct elevator pitch -- Appendix 7: Drive-driver checklist -- Appendix 8: Delivery governance maturity assessment -- Appendix 9: Prepare impact assessment and change strategy -- Appendix 10: Propagate planning -- Appendix 11: Profit planningNotes -- References -- Index. | |
| 650 | 0 | _aOrganizational change. | |
| 650 | 0 | _aLeadership. | |
| 650 | 7 |
_aBUSINESS & ECONOMICS / Management. _2bisacsh |
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| 650 | 7 |
_aBUSINESS & ECONOMICS / Leadership. _2bisacsh |
|
| 650 | 7 |
_aBUSINESS & ECONOMICS / Organizational Development. _2bisacsh |
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| 035 | _a17982281 | ||
| 500 | _aIncludes bibliographical references and index. | ||
| 005 | 20170126100443.0 | ||
| 001 | 57503 | ||
| 003 | UOWD | ||
| 942 | _cREGULAR | ||
| 999 |
_c24107 _d24107 |
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