000			05628nam a22003858a 4500
008			150316s2015 enk 000 0 eng
010			_a 2015008793
020			_a9780749473037
020			_z9780749473044 (ebk)
040			_aDLC _beng _cDLC
042			_apcc
050	0	0	_aHD58.7 _b.M386 2015
082	0	0	_a658.3008 _223
084			_aBUS041000 _aBUS103000 _aBUS085000 _aBUS071000 _2bisacsh
100	1		_aMcCalman, James
245	1	0	_aLeading cultural change : _bthe theory and practice of successful organizational transformation _cJames McCalman, David Potter
263			_a1505
260			_aLondon ; _aPhiladelphia : _bKogan Page, _cc2015.
300			_aviii, 231 p. : _bill. ; _c25 cm.
520			_aWith coverage of the major theories and concepts alongside diagnostic tools and a practical framework for implementation, Leading Cultural Change will help the reader analyse and diagnose their current organizational culture, become aware of the key challenges and how to overcome them and learn how to adapt their leadership style, ensuring they are fit to lead a cultural change programme. Taking in core topics such as change context, language and dialogue as a key cultural process and the change team process, it uses a longitudinal case study of Cordia, a public sector organization transitioning into an LLP, to enhance learning and understanding. Leading Cultural Change is a unique text, rooted in behavioural sciences, which explores the topic as an organizational necessity to achieving sustained competitive advantage
505	8		_aMachine generated contents note: IntroductionPart 1 Leading cultural change. Theoretical perspectives01 Cultural change management -- Introduction -- Change management defined -- First- and second-order change -- The cultural paradigm -- The social construction of the change problem -- Change management as a social process pioneered by Kurt Lewin -- Conclusion02 Organization development -- Introduction -- The unitarist perspective and the rise of Taylorism -- The iron grip of scientific management and bureaucracy -- The pluralist perspective -- What do we mean by organization development? -- Conclusion03 Cultural change literature -- Introduction -- Origins -- Fashions, fads and the honest grapplers -- The academic, the manager and the consultant -- The third way -- Conclusion04 A theory of culture -- Introduction -- Defining culture -- Culture as a sense-making device -- Building a model of culture -- Cultural themes -- Expressions of culture -- Diagnosing cultural themes in use -- Cultural hegemony -- The cultural paradigm -- Conclusion05 Cultural management as a form of control -- Introduction -- Cultural management as a control mechanism -- Exploring cultural hegemony -- Identity work -- Power -- Changing culture is a power struggle -- Conclusion06 Leadership as a cultural variable -- Introduction -- It all started with Peter Drucker -- Identity work again -- The leadership paradox -- What they do -- Who serves whom? -- Conclusion07 Leadership and the management of meaning -- Introduction -- It's all in the interpretation -- Leaders manage conflict -- Leaders build commitment -- Leadership is a political process -- A model of leadership -- Characteristics of a transformational leader -- Conclusion08 Language as a cultural process -- Introduction -- Language and cultural change -- Language and discourse routes in management settings -- The language game and cultural change work -- Linguistic hegemony -- Dialogue and cultural change -- How to engage in dialogue -- Conclusion09 Ethnography as a tool for cultural change -- Introduction -- Ethnography defined -- Digging out the detail -- Differentiating ethnography from the rest -- Power and organizational politics -- A multi-perspective approach -- ConclusionPart 2 Cultural and strategic tensions. When theory meets practice10 The client and its problem -- Introduction -- The client organization -- Managing cultural and strategic tensions -- The business strategy -- Diagnosing cultural problems -- The research process -- Key issues: cultural themes in use that needed to change -- Conclusion11 Change technologies -- Introduction -- The Cordia Change Network -- The change team structure -- Building the case for change -- The seven-step development processes of cultural change leaders -- Technology as theatre - the change team process -- Case study: Managing absence levels -- Conclusion12 What did the people think? -- Introduction -- Research methodology -- Emergent research themes -- Identity positions and motivational support -- Self-actualization experiences -- Conclusion13 Reflective learning -- Introduction -- Leadership -- Rapport -- Dialogue -- Motivation -- Vision building -- Politics -- Assumptions and values -- Cultural themes -- Qualitative research is essential -- Building learning -- Conclusion -- 14 Closing thoughts -- Cultural building takes time -- Cultural incubation -- Partial metamorphosis -- Dormant cultural themes -- Cultural change in the safe zone -- Leading cultural domains -- Closing commentsReferences -- Index.
650		0	_aCorporate culture
650		0	_aOrganizational change
650		0	_aOrganizational behavior
650		7	_aBUSINESS & ECONOMICS / Management _2bisacsh
650		7	_aBUSINESS & ECONOMICS / Organizational Development _2bisacsh
650		7	_aBUSINESS & ECONOMICS / Organizational Behavior _2bisacsh
650		7	_aBUSINESS & ECONOMICS / Leadership _2bisacsh
035			_a(IMchF)fol15624226
700			_aPotter, David
005			20170126100802.0
001			60712
003			UOWD
942			_cREGULAR
999			_c26710 _d26710