Organizational Change - An Action-Oriented Toolkit

In today s world, organizational resilience, adaptability and agility gain new prominence.  Awaken, mobilize, accelerate, and institutionalize change with Organizational Change: An Action-Oriented Toolkit, Fifth Edition. Bridging theory with practice, this new edition uses models, examples, and exercises to help students engage others in the change process. Authors Gene Deszca, Cynthia Ingols, Tupper F. Cawsey, and Evelina Atanassova provide tools for implementing, measuring, and monitoring sustainable change initiatives and helping organizations achieve their objectives. 

Sommario

Chapter 1 - Changing Organizations in Our Complex World
Defining Organizational Change
The Orientation of This Book
The Implications of Worldwide Trends for Change Management
Organizational Change Roles
The Requirements for Becoming a Successful Change Leader
Chapter 2 - How to Lead Organizational Change: Frameworks
Why Systematically Learn about Organizational Change?
Differentiating How to Change from What to Change
(1) Stage Theory of Change: Lewin
(2) Eight-Stage Model of Organizational Change: Kotter
(3) Giving Voice to Values: Gentile
(4) Emotional Transitions Through Change: Duck
(5) The Change Path Model: Deszca, Ingols, and Atanassova
Application of the Change Path Model
Chapter 3 - What to Change in an Organization: Frameworks
Open Systems Approach to Organizational Analysis
(1) Nadler and Tushman's Congruence Model
(2) Bolman and Deal's Four-Frame Model
(3) Sterman's Systems Dynamics Model
(4) Greiner's Model of Organizational Growth
Chapter 4 - Who Leads the Change
The Strategic Purpose of Change Leadership
Demystifying Successful Change Leaders
Developing into a Change Leader
Diverse Types of Change Leaders
Change Teams
Internal Versus External Consultants
Change from the Middle: Everyone Needs to Be a Change Leader
Rules of Thumb for Change Agents
Chapter 5 - Awakening: Building and Energizing the Need for Change
Understanding the Need for Change
Assessing the Readiness for Change
Developing a Powerful Vision for Change
The Difference Between an Organizational Vision and a Change Vision
Examples of Visions for Change
Chapter 6 - Navigating Change Through Formal Structures and Systems
Making Sense of Formal Structures and Systems
Impact of Uncertainty and Complexity on Formal Structures and Systems
Formal Structures and Systems from an Information Perspective
Using Structures and Systems to Influence the Approval and Implementation of Change
Aligning Strategically, Starting Small, and "Morphing" Tactics
The Interaction of Structures and Systems with Change During Implementation
Using Structures and Systems to Facilitate the Acceptance of Change
Chapter 7 - Navigating Organizational Politics and Culture
Power Dynamics in Organizations
Organizational Culture and Change
Tools to Assess the Need for Change
Chapter 8 - Mobilizing: Recipients of Change and Internal Stakeholders
Stakeholders Respond Variably to Change Initiatives
Responding to Various Feelings in Stakeholders
Make the Change to the Psychological Contract Explicit and Transparent
Integrity and Competence Are Two Important Antidotes to Skepticism and Cynicism
Avoiding Coercion but Pushing Hard: The Sweet Spot?
Ensuring Consistent Signals from Systems and Processes
Steps to Minimize the Negative Effects of Change
Chapter 9 - Moving from Mobilizing to Accelerating Change: Action Planning & Implementation Tools
Prelude to Action: Selecting the Path Forward
Plan the Work
Action Planning Tools
Working the Plan Ethically and Adaptively
Transition Management
Chapter 10 - Institutionalizing the Changes
Aligning the Change with the Organization
Engaging People Operations
Celebrating and Learning
Chapter 11 - Change Management Data Analysis
Selecting and Implementing Change Metrics
Measurement Systems and Change Management
Change Strategy Measurement Tools
Chapter 12 - The Future of Change and the Future of Organizations
The Framework: Change Path Model
Future Organizations and Their Impact
Specialist and Generalist: Divergent Career Paths
Paradoxes in Organizational Change
Orienting Yourself to Organizational Change

Info autore

Gene Deszca is professor emeritus of business administration and a former MBA director
and associate director in the Lazaridis School of Business and Economics at Wilfrid
Laurier University. He played a variety of leadership roles at Laurier, including the development
and launch of the full-time, one-year MBA program, the executive MBA program,
and the undergraduate international business concentration. He was instrumental
in the development of the post-university professional accreditation programs for one of
Canada’s major accounting bodies and was a member of its national board of directors for
several years.
Gene loves working with students and practitioners and values the excitement, energy,
and breakthroughs that can emerge from these interactions. He has served on boards and
continues to teach graduate and executive courses, both nationally and internationally, in
organizational behavior, leading organizational change, and international business. His
consulting work follows similar themes for clients in both the public and private sectors,
with a focus on framing and navigating organizational change and the development and
delivery of executive programs. He is involved in entrepreneurial initiatives that are in the
process of scaling. One of these focuses on the development and deployment of public and
private blockchains for use across a wide array of applications.
Gene is the author or coauthor of over 100 journal articles, books, monographs, cases,
conference publications/presentations, and technical papers. These include the books
Canadian Cases in Human Resource Management, Cases in Organizational Behaviour, and
Organizational Change: An Action Oriented Toolkit (now in its fifth edition) and the articles
“Driving Loyalty Through Time-to-Value,” “Managing the New Product Development
Process: Best-in-Class Principles and Leading Practices,” and “Aging Well in Management
Education: An Interview.” He is an active case writer, and his current research focuses on
organizational change and the development of high-performance enterprises.

Cynthia Ingols is a Fellow, Simmons University Institute for Inclusive Leadership,
Boston, Massachusetts. In this role, Cynthia coaches executive women on their leadership
skills, the change roles which they take up in their organizations, and the ever-present
question of how they care for themselves amidst the swirl of the external environment.
Cynthia continues to research topics of interest to women leaders: how they give and
receive useful feedback; what’s the place of mentoring and being mentored as leaders; and
how women leaders gain and/or serve as corporate sponsors of other women.
Cynthia received her doctorate from the Harvard Graduate School of Education
in organization behavior and a master’s degree in political science from the University
of Wisconsin–Madison. For twenty-plus years, she taught and worked as a Professor of
Practice, School of Business, Simmons University, Boston. She taught management communication
at the Harvard Business School, managed the 65-person case writing and
research staff at HBS, and taught qualitative methods courses at several Boston-area universities.
She serves as an editorial member of the Case Research Journal. She has served on
corporate boards for several organizations, including FOX RPM and Biosymposia.

Cynthia’s research has been published in leading journals. Her research on executive
education programs has been published in the Harvard Business Review, Organizational
Dynamics, and Training. Her research work on creating innovative organizational structures
and change was published in the Design Management Journal. She has published
numerous articles about careers in journals, such as the Journal of Career Development
and Human Resource Development Quarterly. She coauthored two books on career management:
Take Charge of Your Career and A Smart, Easy Guide to Interviewing. Cynthia
is grateful to Tupper and Gene for their invitation to join the team to publish the second
through fourth editions of Organizational Change: An Action-Oriented Toolkit and welcomes
Evelina to the team to publish the fifth edition.

Evelina Atanassova is an associate professor of human resources and business administration

at University of Massachusetts Global. In this role, she takes different leadership

assignments, including the curriculum development of the School of Business and

Professional Studies, program reviews, and development of instructional media and

instruments. Evelina specializes in teaching business administration, human resources,

management, and data analysis. Her research interests include organization management

and organization behavior theories; she is currently investigating social networking

strategies as a response to professional demands and individual goals, as well as social

network configurations. Her research has been presented at major academic conferences,

such as the Academy of Management, the European Group for Organization Studies,

the International Network for Social Network Analysis, and the Paris Conference on

Education.

Earlier in her career, Evelina gained operational leadership experience in human

resource management as an HR manager for a large European telecommunications company.

In that capacity, she was responsible for developing and implementing large-scale

strategic initiatives spanning diverse HR disciplines, including job evaluation and grading,

performance management, competency models, and leadership development. Evelina

holds a PhD in management from HEC Paris in Paris, France, as well as an MA in organizational

leadership from Chapman University in Irvine, California, an MA in human

resource management from the New Bulgarian University in Sofia, Bulgaria, and a BA in

sociology from Sofia University in Sofia, Bulgaria. As a life-long learner, Evelina is passionate

about supporting students with their drive for knowledge and developing the leaders

of tomorrow. She is grateful to Gene and Cynthia for selecting her as a coauthor of this
exciting new edition of Organizational Change: An Action Oriented Toolkit.
Tupper F. Cawsey is professor emeritus of Business, Wilfrid Laurier University. He served as editor, Case Research Journal, for the North American Case Research Association. He has served on several boards of directors and was chair, Lutherwood Board from 2003–2008. Tupper was recognized nationally in 2001 as one of Canada’s top five business professors by receiving the Leaders in Management Education award, sponsored by PricewaterhouseCoopers and the National Post. He is also the 1994 recipient of the David Bradford Educator Award, presented by the Organizational Behavior Teaching Society, and the 1990 Wilfrid Laurier University “Outstanding Teacher Award.”
Tupper created the Case Track for the Administrative Sciences Association of Canada, a peer review process for cases. He is author or coauthor of over six books and monographs including, Toolkit for Organizational Change—1st Edition, Canadian Cases in Human Resource Management, Cases in Organizational Behaviour, and several monographs including Control Systems in Excellent Canadian Companies and the Career Management Guide. Tupper has over 50 refereed journal and conference publications. In 2005, he received the Christiansen Award from the Kaufman Foundation and the North American Case Research Association (NACRA), and in 2007 his case, “Board Games at Lutherwood,” won the Directors College Corporate Governance Award and the Bronze Case Award at the NACRA Conference. In 2009, his case, “NuComm International,” won the Gold Case Award at the NACRA Conference.

Riassunto

Organizational Change: An Action-Oriented Toolkit, Fifth Edition is the ultimate guide that combines theory, practical tools, and real-world examples to awaken, mobilize, and accelerate change while ensuring sustainable growth and achieving your organization's objectives.

Relazione

"Easy to read, students will be able to understand and relate." Hal Kingsley 20211113

Dettagli sul prodotto

• Autori: Evelina Atanassova, Evelina (University of Massachusetts Global) Atanassova, Tupper F Cawsey, Tupper F. Cawsey, Tupper F. (Wilfrid Laurier University Cawsey, Tupper F. F. Cawsey, Cawsey Tupper F., Gene Deszca, Gene (Wilfrid Laurier University Deszca, Gene/ Ingols Deszca, Deszca Gene, Cynthia A Ingols, Cynthia A. Ingols, Cynthia A. (Simmons College Ingols, Cynthia A. A. Ingols, Ingols Cynthia A., Inc. SAGE Publications
• Editore: Sage Publications Ltd
• Lingue: Inglese
• Formato: Tascabile
• Pubblicazione: 01.02.2024
• EAN: 9781071876312
• ISBN: 978-1-0-7187631-2
• Pagine: 568
• Categorie: Scienze sociali, diritto, economia > Economia > Management; BUSINESS & ECONOMICS / Organizational Behavior, BUSINESS & ECONOMICS / Strategic Planning, Organizational theory & behaviour, business strategy, Organizational theory and behaviour, For undergraduate education and equivalents, For graduate / post-graduate and equivalents, Textbook, coursework