Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change - page 1
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- Table of Contents
- Table of Contents
- BackCover
- Making Sense of Change Management
- Introduction
- THE BASIC CONTENT OF THE BOOK
- WHY EXPLORE DIFFERENT APPROACHES TO CHANGE
- OVERVIEW OF STRUCTURE
- MESSAGE TO READERS
- Part I: The Underpinning Theory
- Chapter 1: Individual change
- LEARNING AND THE PROCESS OF CHANGE
- THE BEHAVIOURAL APPROACH TO CHANGE
- THE COGNITIVE APPROACH TO CHANGE
- THE PSYCHODYNAMIC APPROACH TO CHANGE
- THE HUMANISTIC PSYCHOLOGY APPROACH TO CHANGE
- PERSONALITY AND CHANGE
- MANAGING CHANGE IN SELF AND OTHERS
- SUMMARY AND CONCLUSIONS
- Chapter 2: Team change
- WHAT IS A GROUP AND WHEN IS IT A TEAM?
- WHY WE NEED TEAMS
- THE TYPES OF ORGANIZATIONAL TEAMS
- HOW TO IMPROVE TEAM EFFECTIVENESS
- WHAT TEAM CHANGE LOOKS LIKE
- THE LEADERSHIP ISSUES IN TEAM CHANGE
- HOW INDIVIDUALS AFFECT TEAM DYNAMICS
- HOW WELL TEAMS INITIATE AND ADAPT TO ORGANIZATIONAL CHANGE
- SUMMARY AND CONCLUSIONS
- Chapter 3: Organizational change
- HOW ORGANIZATIONS REALLY WORK
- MODELS OF AND APPROACHES TO ORGANIZATIONAL CHANGE
- SUMMARY AND CONCLUSIONS
- Chapter 4: Leading change
- VISIONARY LEADERSHIP
- ROLES THAT LEADERS PLAY
- LEADERSHIP STYLES AND SKILLS
- DIFFERENT LEADERSHIP FOR DIFFERENT PHASES OF CHANGE
- THE IMPORTANCE OF SELF-KNOWLEDGE AND INNER RESOURCES
- SUMMARY AND CONCLUSIONS
- Part II: The Applications
- Chapter 5: Restructuring
- REASONS FOR RESTRUCTURING
- THE RESTRUCTURING PROCESS
- RESTRUCTURING FROM AN INDIVIDUAL CHANGE PERSPECTIVE: THE SPECIAL CASE OF REDUNDANCY
- ENABLING TEAMS TO ADDRESS ORGANIZATIONAL CHANGE
- CONCLUSION
- Chapter 6: Mergers and acquisitions
- THE PURPOSE OF MERGER AND ACQUISITION ACTIVITY
- LESSONS FROM RESEARCH INTO SUCCESSFUL AND UNSUCCESSFUL MERGERS AND ACQUISITIONS
- APPLYING THE CHANGE THEORY: GUIDELINES FOR LEADERS
- SUMMARY
- Chapter 7: Cultural change
- GUIDELINES FOR ACHIEVING SUCCESSFUL CULTURAL CHANGE
- CASE STUDY ONE: ALIGNING THE ORGANIZATION
- CASE STUDY TWO: REBRANDING THE ORGANIZATION
- CASE STUDY THREE: CREATING AN EMPLOYER BRAND
- Chapter 8: IT-based process change
- STRATEGY AND IT
- THE ROLE OF IT MANAGEMENT
- THE NEED FOR IT CHANGE MANAGERS
- ACHIEVING PROCESS CHANGE
- CHANGING THE INFORMATION CULTURE
- NEW RULES FOR A NEW AGE
- SUMMARY AND CONCLUSIONS
- Conclusion
- FINDING THE SPACE TO REFLECT
- HOW TO GET IN TOUCH WITH THE AUTHORS OF THIS BOOK
- References
- Index
- Index_B
- Index_C
- Index_D
- Index_E
- Index_F
- Index_G
- Index_H
- Index_I
- Index_J
- Index_K
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