Change Management Masterclass: A Step-By-Step Guide to Successful Change Management

Overview

Change management, handled badly, can create enormous problems for business. A recent McKinsey survey suggested that only 6% of change management projects are completed successfully and that the process causes feelings of anxiety and confusion among employees. There is obviously a great need for support during any transition. Change Management Masterclass explains the whole process in accessible terms. It looks at why organizations need to change, the different ways change can be approached, and what makes a ...

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Overview

Change management, handled badly, can create enormous problems for business. A recent McKinsey survey suggested that only 6% of change management projects are completed successfully and that the process causes feelings of anxiety and confusion among employees. There is obviously a great need for support during any transition. Change Management Masterclass explains the whole process in accessible terms. It looks at why organizations need to change, the different ways change can be approached, and what makes a process of change management successful. It analyses the change process in an ordered and structured way to help the reader understand the concepts and deal with the unexpected problems that arise. Change Management Masterclass provides a model for change that will help readers manage change better in the future, benefiting their own performances as well as the performance of their organizations.

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Editorial Reviews

From the Publisher

"A top pick for any college-level holding where change management and strategy is studied." -- The Midwest Book Review, September 2007
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Product Details

  • ISBN-13: 9780749445072
  • Publisher: Kogan Page, Ltd.
  • Publication date: 8/1/2007
  • Pages: 273
  • Sales rank: 1,522,769
  • Product dimensions: 6.20 (w) x 9.13 (h) x 0.75 (d)

Meet the Author


Mike Green helps both private and public sector organizations and executives manage and lead change, using a variety of coaching, mentoring, and team interventions to support their organizational development. Green teaches at the School of Leadership, Change, and HR Management at Henley Management College, UK.
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Table of Contents

Introduction

Introduction to change management; Change; Format of the book; A useful accompaniment to change

 

Part I

1. Approaching Change

Introduction; Metaphors and paradigms; Types of change; Culture; Personality; Groupthink; Summary

2. Orientation

Introduction; The need for change; Change formula; Summary

 

Part II

3. Organizational Case Studies

Introduction; The organizations and their orientations; Aster Group; The Institute of Public Health in Ireland; Biogen Idec; The British Council; County of Aarhus, Denmark; The kitchenware company; The Primary School; The financial services company

 

Part III

4. Organization

Introduction; The change kaleidoscope; 7Ss framework; Cultural web; Tichy’s change levers; Project management methodology; Different approaches to change; Case study analysis; Summary

5. Mobilization

Introduction; Motivation and mobilization; The change equation; Resistance to the idea of change; Stakeholder interests; Communication, engagement, mobilization; Difference and the cultural dimension; Case study analysis; Summary

6. Implementation

Introduction; Project management implementation; Operationalizing the changes; Case study analysis; Summary

7. Transition

Introduction; Individual change; Teams through change; Shadow side of organizations; Case study analysis; Summary

8. Leading Change

Introduction; Characteristics of leadership; The leadership task; Leadership roles; Leadership style; Case study analysis; Summary

9. Integration

Introduction; Embedding change; Learning; The learning organization; Case study analysis; Summary

10. Conclusion

Managing change -- best practice; Lessons from the case studies; Conclusion

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  • Posted December 21, 2009

    more from this reviewer

    Comprehensive manual on change management

    As former British Prime Minister Harold Wilson once said, "The only human institution which rejects change is the cemetery." For firms that are all too aware of this fact, English business consultant Mike Green provides a comprehensive, if at times ponderous, examination of change management. He considers various models that have defined the field since the 1950s and examines contemporary theories. His book delves into a grab bag of change management "metaphors and paradigms," from the classic construct of "freezing" and "unfreezing" organizations to recent thinking comparing organizations to "machines" or living "organisms." It includes detailed case studies of good and bad change management, and a step-by-step guide to achieving positive change. The book is at its best when it looks at corporations the way an anthropologist would examine strange cultures, detailing phenomena like the "shadow" or dark side of organizations. Alas, Green's sociology jargon and seemingly pedantic mathematical formulas for change makes his work sometimes sound academic. You may wish for more short, pithy sentences. But, if you can handle those stumbling blocks, getAbstract finds that this is an in-depth, valuable organizational-change resource.

    To learn more about this book, check out the following Web page: http://www.getabstract.com/summary/9506/change-management-masterclass.html

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