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Change management and organizational development is unthinkable without people. Human beings form its core as both subjects and objects of change. This volume attempts to cut through to the core of change management, to the people that stand at its heart and focuses on their intrinsic role in change management and organizational development. Topics covered in this volume encompass the human element within organizational change, how this impacts roles, dynamics of team interaction and affects the workplace in teaching and learning settings. It also addresses resistance to institutional and organizational change and the central role that agile management plays in this process.
List of contents
At the Heart: Human Beings in Organizations.- The Rediscovery of the Human Being and the Future of Change Management.- The Human Role Within Organizational Change - A Complex System Perspective.- Looking Through Someone Else's Eyes: Exploring Perceptions of Organizational Change.- The Role of Management Development in Change Management: The Example of Financial Markets.- Cultural Change by Speech: Team Learning and the Role of Interaction.- Strengthening Leader's Impact and Ability to Manage Change Through Group Coaching.- Implementing Strategy Means Changes for Employees.- Successful Organizational Change Through Overcoming Risks.- Resistance to Institutional and Organizational Change: An Individual Perspective.- Organisational Change and Workplace Stress in Teaching and Learning Settings: Case Study Evidence from a Public Sector University in the UK.- Organizational Development in an International Context: A Story of Planned Change and Attempt to Induce High Involvement.- Agile Management for Organizational Change and Development.- Challenging Notions of "Change" and "Change Management".- Strange Encounter: An Inquiry into the Popularity of Participation in Organizations.- Leadership and Transformation.
About the author
Prof. Frank E.P. Dievernich is Professor of Organization, Leadership, and Personnel at the Lucerne University of Applied Sciences and Arts, having come to Lucerne from an appointment as Professor of Business Management at the Berne University of Applied Sciences. His professional career has included management responsibilities at the Deutsche Bahn AG and the consultancy firm Kienbaum. Frank Dievernich is a Partner of the Witten School of Management GmbH and an active systemic business coach, professional trainer and business consultant. His research interests lie in the area of change management, human resource management and innovation, new employee generations and globalization (Asia). He has authored numerous publications on organizations and management.
Prof. Kim Oliver Tokarski is a Professor of Business Management and Entrepreneurship at the Bern University of Applied Sciences, Switzerland where he is also head of the Institute for Corporate Development. Furthermore Kim Oliver Tokarski is a visiting professor at Academia de Studii Economice (ASE) Bucharest, Romania. His research and teaching interests are in the areas of entrepreneurship in general, social entrepreneurship, as well as business ethics and corporate social responsibility. He is an author and editor of several textbooks, articles and studies in the field of entrepreneurship and corporate social responsibility.
Jie Gong, M.A., MBA, is research assistant at Competence Center of General Management of Lucerne University of Applied Sciences and Arts, School of Business. Her research focus and interests lie in Internationalization of SMEs (focus Asia), the transformation processes of these SMEs, as well as relevant Intercultural Management.
Summary
Change management and organizational development is unthinkable without people. Human beings form its core as both subjects and objects of change. This volume attempts to cut through to the core of change management, to the people that stand at its heart and focuses on their intrinsic role in change management and organizational development. Topics covered in this volume encompass the human element within organizational change, how this impacts roles, dynamics of team interaction and affects the workplace in teaching and learning settings. It also addresses resistance to institutional and organizational change and the central role that agile management plays in this process.
