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Informationen zum Autor Formerly MD of Sotheby's Institute of Art, Professor James McCalman is currently the Head of the Centre for Strategy and Leadership at the University of Portsmouth. He has previously enjoyed roles as MBA Director at the Universities of Glasgow and Strathclyde as well as Ashridge Business School before moving to senior leadership roles in the private and charitable sectors. James McCalman's most recent post was Chief Executive for the Windsor Leadership Trust, a charity delivering senior leadership development programmes to the private, public, military and charitable sectors at Windsor Castle. Dr David Potter is the founder of The Cultural Change Company, which specializes in enabling cultural change interventions. He frequently teaches and presents to students on MBA and Executive courses on the topic of cultural change, including at Adam Smith Business School University of Glasgow, University of St Andrews Business School, Glasgow Caledonian University and Glasgow University Business School. He is a highly experienced corporate strategist and change manager and delivers numerous change management seminars to change leaders in organizations, as well as designing cultural change programmes for a range of blue-chip clients. Klappentext With 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. Includes a longitudinal case study of Cordia, a public-sector organization transitioning into an LLP, to enhance learning and understanding Zusammenfassung Explore the key components to achieving cultural transformation in organizations with this book which bridges academic theory with best practice. Inhaltsverzeichnis Introduction Part 1 Leading cultural change. Theoretical perspectives 01 Cultural change managementIntroductionChange management definedFirst- and second-order changeThe cultural paradigmThe social construction of the change problemChange management as a social process pioneered by Kurt LewinConclusion 02 Organization developmentIntroductionThe unitarist perspective and the rise of TaylorismThe iron grip of scientific management and bureaucracyThe pluralist perspectiveWhat do we mean by organization development?Conclusion 03 Cultural change literatureIntroductionOriginsFashions, fads and the honest grapplersThe academic, the manager and the consultantThe third wayConclusion 04 A theory of cultureIntroductionDefining cultureCulture as a sense-making deviceBuilding a model of cultureCultural themesExpressions of cultureDiagnosing cultural themes in useCultural hegemonyThe cultural paradigmConclusion 05 Cultural management as a form of controlIntroductionCultural management as a control mechanismExploring cultural hegemonyIdentity workPowerChanging culture is a power struggleConclusion 06 Leadership as a cultural variableIntroductionIt all started with Peter DruckerIdentity work againThe leadership paradoxWhat they doWho serves whom?Conclusion 07 Leadership and the management of meaningIntroductionIt's all in the interpretationLeaders manage conflictLeaders build commitmentLeadership is a political processA model of leadershipCharacteristics of a transf...
