Managing organizational change : a practical toolkit for leaders

Helen Campbell

"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"--

MoreLess

Year of publication:	c 2014 ; 1st Edition
Authors:	Campbell, Helen
Publisher:	London : Kogan Page
Subject:	Organisatorischer Wandel \| Organizational change
Description of contents:	Table of Contents [gbv.de]

Check Google Scholar |

More access options

In libraries world-wide (WorldCat)

In German libraries (KVK)

subito order

I need help

Extent:	IX, 291 S. graph. Darst.
Type of publication:	Book / Working Paper
Language:	English
Notes:	Machine 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.
ISBN:	978-0-7494-7083-8 ; 978-0-7494-7084-5
Source:	ECONIS - Online Catalogue of the ZBW

Persistent link: https://www.econbiz.de/10010346696