Making Sense of Change Management 

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• 1. Table of Contents

• 2. BackCover

• 3. Making Sense of Change Management

• 4. Introduction

  net lib making sense of change management download

• 5. THE BASIC CONTENT OF THE BOOK

  THE BASIC CONTENT OF THE BOOK

• 6. WHY EXPLORE DIFFERENT APPROACHES TO CHANGE

  WHY EXPLORE DIFFERENT APPROACHES TO CHANGE

• 7. OVERVIEW OF STRUCTURE

  OVERVIEW OF STRUCTURE

• 8. MESSAGE TO READERS

  MESSAGE TO READERS

• 9. Part I: The Underpinning Theory

  Chapter List

• 10. Chapter 1: Individual change

  INTRODUCTION

• 11. LEARNING AND THE PROCESS OF CHANGE

  learning and the process of change flylib Buchanan an Huczynski LEARNING IS A PROCESS OF ACQUIRING KNOWLEDGE THROUGH EXPERIENCE WHICH LEADS TO AN ENDURING CHANGE OF BEHAVIOUR Learning is the process of acquiring knowledge through experience which leads to an enduring change in behaviour Huczynski & buchanan

• 12. THE BEHAVIOURAL APPROACH TO CHANGE

  THE BEHAVIOURAL APPROACH TO CHANGE Reinforcement strategies Motivation and behaviour Summary of behavioural approach

• 13. THE COGNITIVE APPROACH TO CHANGE

  psychologist Ellis said An individuals affect and behavior are largely determined by how individual think definition by r.quackenbush,central micigan university cognitive techniques and change management

• 14. THE PSYCHODYNAMIC APPROACH TO CHANGE

  THE PSYCHODYNAMIC APPROACH TO CHANGE The Kubler-Ross model Virginia Satir model Summary of psychodynamic approach

• 15. THE HUMANISTIC PSYCHOLOGY APPROACH TO CHANGE

  Gestalt Cycle energizing, directing, and choosing

• 16. PERSONALITY AND CHANGE

  PERSONALITY AND CHANGE

• 17. MANAGING CHANGE IN SELF AND OTHERS

  schein principles of transformative change

• 18. SUMMARY AND CONCLUSIONS

  SUMMARY AND CONCLUSIONS

• 19. Chapter 2: Team change

  INTRODUCTION

• 20. WHAT IS A GROUP AND WHEN IS IT A TEAM?

  schein any number of people who interact with each other

• 21. WHY WE NEED TEAMS

  WHY WE NEED TEAMS

• 22. THE TYPES OF ORGANIZATIONAL TEAMS

  THE TYPES OF ORGANIZATIONAL TEAMS Work team Self-managed team Parallel team Project team Matrix team Virtual team Networked team Management team Change team

• 23. HOW TO IMPROVE TEAM EFFECTIVENESS

  HOW TO IMPROVE TEAM EFFECTIVENESS Team mission planning and goal setting Team roles Team operating processes Team interpersonal relationships Inter-team relations

• 24. WHAT TEAM CHANGE LOOKS LIKE

  WHAT TEAM CHANGE LOOKS LIKE Tuckmans model of team change

• 25. THE LEADERSHIP ISSUES IN TEAM CHANGE

  THE LEADERSHIP ISSUES IN TEAM CHANGE Moving through dependency Moving through conflict Moving towards creativity Moving through cohesion and cosiness

• 26. HOW INDIVIDUALS AFFECT TEAM DYNAMICS

  HOW INDIVIDUALS AFFECT TEAM DYNAMICS MBTI and teams Belbins team types

• 27. HOW WELL TEAMS INITIATE AND ADAPT TO ORGANIZATIONAL CHANGE

  HOW WELL TEAMS INITIATE AND ADAPT TO ORGANIZATIONAL CHANGE

• 28. SUMMARY AND CONCLUSIONS

  SUMMARY AND CONCLUSIONS

• 29. Chapter 3: Organizational change

  OVERVIEW

• 30. HOW ORGANIZATIONS REALLY WORK

  HOW ORGANIZATIONS REALLY WORK Organizations as machines Organizations as political systems Organizations as organisms Organizations as flux and transformation

• 31. MODELS OF AND APPROACHES TO ORGANIZATIONAL CHANGE

  similarities between kurt lewin and bullock and batten models of change management DIFFERENCE BETWEEN KURT LEWIN AND BULLOCK, BATTEN MODEL model are, start small, grow steadily, don t plan the whole thing, and expect challenges Lewin s (1951) ending, neutral, ne beginning Cameron, green Kotter’s model peaks too early and that not all change is linear progression how can organizations utilize Bullock and Batten planned change model? Colin Carnall‟s Change Management Model Managing Projects and Organisational Change

• 32. SUMMARY AND CONCLUSIONS

  SUMMARY AND CONCLUSIONS

• 33. Chapter 4: Leading change

  INTRODUCTION

• 34. VISIONARY LEADERSHIP

  VISIONARY LEADERSHIP Bennis on the characteristics of visionary leaders Kotter on what leaders really do Bass: proof that visionary leadership works Gardner: the need for leaders to embody a story Heifetz and Laurie: vision is not the answer Jean Lipman-Blumen: leaders need to make connections rather than build one vision Leadership for the 21st century: less vision more connection?

• 35. ROLES THAT LEADERS PLAY

  mary beth o neill key roles for successful change

• 36. LEADERSHIP STYLES AND SKILLS

  LEADERSHIP STYLES AND SKILLS Goleman: leadership that gets results Goleman: the importance of emotional intelligence for successful leaders

• 37. DIFFERENT LEADERSHIP FOR DIFFERENT PHASES OF CHANGE

  DIFFERENT LEADERSHIP FOR DIFFERENT PHASES OF CHANGE Cameron and Green: inner and outer leadership Kotter: the importance of getting the early steps right Rosabeth Moss Kanter: learning how to persevere Bridges: leading people through transition

• 38. THE IMPORTANCE OF SELF-KNOWLEDGE AND INNER RESOURCES

  THE IMPORTANCE OF SELF-KNOWLEDGE AND INNER RESOURCES Bennis: the role of self-knowledge Covey: the need for principle-centred leadership

• 39. SUMMARY AND CONCLUSIONS

  SUMMARY AND CONCLUSIONS

• 40. Part II: The Applications

  Chapter List

• 41. Chapter 5: Restructuring

  OVERVIEW

• 42. REASONS FOR RESTRUCTURING

  REASONS FOR RESTRUCTURING

• 43. THE RESTRUCTURING PROCESS

  THE RESTRUCTURING PROCESS Strategic review and reasons for change Critical success factors Design options Risk assessment Learning from previous projects and best practice Project planning and project implementation Monitoring and review

• 44. RESTRUCTURING FROM AN INDIVIDUAL CHANGE PERSPECTIVE: THE SPECIAL CASE OF REDUNDANCY

  David Noer (1993) Four-Level Redundancy Intervention Model

• 45. ENABLING TEAMS TO ADDRESS ORGANIZATIONAL CHANGE

  ENABLING TEAMS TO ADDRESS ORGANIZATIONAL CHANGE Four-stage team alignment

• 46. CONCLUSION

  CONCLUSION

• 47. Chapter 6: Mergers and acquisitions

  OVERVIEW

• 48. THE PURPOSE OF MERGER AND ACQUISITION ACTIVITY

  THE PURPOSE OF MERGER AND ACQUISITION ACTIVITY Growth Synergy Diversification Integration to achieve economic gains Pressure to do a deal any deal

• 49. LESSONS FROM RESEARCH INTO SUCCESSFUL AND UNSUCCESSFUL MERGERS AND ACQUISITIONS

  Trompenaars model for corporate culture and values The Seven Deadly Sins In Implementing Transitions in Mergers, Acquisitions

• 50. APPLYING THE CHANGE THEORY: GUIDELINES FOR LEADERS

  APPLYING THE CHANGE THEORY: GUIDELINES FOR LEADERS Managing the individuals Managing the team Managing yourself Handling difficult appointment and exit decisions Managing the organization

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