Managing Organizational Change / Edition 2

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Overview

Description
Organizations must evolve to keep up with today's dynamic and competitive environment. This book explores a set of concepts, theories and techniques that address the successful planning and implementation of change across an organization. It focuses on why a company needs to change, what can be changed and how to appropriately plan and implement that change. The authors also explain how individuals, groups, and the organization can improve their ability to move through the change process. The text was written to help the reader be more comfortable with the uncertainties of change.

Chapter Format
The beginning of each chapter provides highlights of the chapter (Chapter at a Glance), a Vignette to provide a real-world perspective on the subject areas addressed, and a brief summary of what will be covered in the chapter (Chapter Perspective). The main text of each chapter covers concepts, theory and techniques that apply to the subject areas covered and include brief real-world examples that relate to that content. At the end of each chapter there are readings and cases (22 total readings and cases) that allow for discussion of the application of the concepts, theory and techniques covered. For each reading and case, the authors have provided a focus, questions, and linkage to the chapter. This format enables the reader to focus on key topic areas and to then apply them to real-world situations. This combination of content and application enables the reader to draw upon their own experiences and therefore results in optimal learning.

Chapter & Appendix Content
Chapter 1 - The pace of economic, global and technological development coupled with hyper competition in today’s world makes Confronting the Realities of Change an inevitable feature of organizational life.

Chapter 2 - If we really want to Understand How Organizations Should View Change we need to use change models that can guide managers in planning and implementing change.

Chapter 3 - We can use four Dimensions of Change Management (strategy, resources, systems and culture) to plan and implement a desired and feasible future state.

Chapter 4 - Leadership is critical to the success of any change initiative. By understanding differences between management and leadership, attributes of transactional and transformational leadership styles, and key factors in Leading Change, you can better understand what needs to be done to successfully lead change.

Chapter 5 - Managing the Evolution of Change means that you will need to understand the rational reasons for change and the behavioral states that one goes through, how different levels of the organization move through change, and how employees and management can work together during change.

Chapter 6 - Change initiatives often flounder because not enough attention is given to Developing and Communicating a Shared Vision.

Chapter 7 - In this chapter you will explore Aligning Strategy and Culture and how important it is for the beliefs, guiding values and behavior norms of the organization to support the goals and objectives of the strategic change initiative.

Appendix A – Historical Seeds of Change Management provides an overview of the evolution of organizational change from the late 1940’s to present

Appendix B – The Managing Change Questionnaire (Subset MCQ) Answer Key with Comments

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Product Details

  • ISBN-13: 9780470897164
  • Publisher: Wiley, John & Sons, Incorporated
  • Publication date: 8/10/2007
  • Edition description: New Edition
  • Edition number: 2
  • Pages: 320
  • Product dimensions: 8.71 (w) x 11.28 (h) x 0.93 (d)

Table of Contents

Chapter 1. Confronting the Realities of Change.

CHAPTER AT A GLANCE.

VIGNETTE.

CHAPTER PERSPECTIVE.

THE REALITIES OF CHANGE.

WHAT IS CHANGE MANAGEMENT?

DRIVERS OF CHANGE.

Human Capital.

Technological Forces.

Political-Legal Forces.

Competitive Forces.

Economic Forces.

Globalization.

CHARACTERISTICS OF EFFECTIVE CHANGE PROGRAMS.

Top Management Support.

Needs of Employees.

Effective Project Management.

BARRIERS TO ORGANIZATIONAL CHANGE.

TWO BASIC APPROACHES TO CHANGE.

MODEL FOR CHANGE.

Driving Forces.

Change Assessment.

Change / Project Leader.

Planning Change.

Implementing Change.

Evaluation and Feedback.

READINGS AND CASES.

Reading 1-1 Your Job Is Change by Robert B. Reich, FastCompany, October 2000.

Reading 1-2 Managing Change In A World Of Excessive Change: Counterbalancing Creative Destruction and Creative Recombination by Eric Abrahamson, Ivey Business Journal (Reprint #9B04TA04), Jan/Feb 2004.

Case 1-1 Victoria Hospital Redesign Initiative. Ivey Business Case # 9A96C017, Copyright 1996, Version: (A) 2002-02-27.

CHAPTER REFERENCES.

Chapter 2. Understanding How Organizations View Change.

CHAPTER AT A GLANCE.

VIGNETTE.

CHAPTER PERSPECTIVE.

Using Change Models in Organizational Analysis.

CLASSIFYING ORGANIZATIONAL CHANGE.

A Typology of Change: Categorizing Types of Change.

KURT LEWIN’S CHANGE MODEL.

Applying Lewin’s Change Model.

Change Equation Formula.

NADLER’S CONGRUENCE MODEL.

The Three Basic Challenges Confronting Business Leaders.

Five Stages of Discontinuous Change.

KOTTER’S PROCESS OF LEADING CHANGE.

The Eight-Stage Process.

THE BALANCED SCORECARD.

Why Adopt a Performance Measurement System?

Implementing the BSC.

The Balanced Scorecard: Prospects for the Future.

READINGS AND CASES.

Reading 2-1 Goodstein, L., Burke, W. 1991 “Creating Successful Organization Change.” Organizational Dynamics, Spring, 1991.

Reading 2-2 Kaplan, R., Norton, D. 2001. Leading Change with the Balanced Scorecard, Financial Executive, September, 17, 6, p64.

Case 2-1 Changing the Culture at British Airways, Revised 9/13/93, Kotter, Harvard Business School Case 9-491-009.

CHAPTER REFERENCES.

Chapter 3. Dimensions of Change Management.

CHAPTER AT A GLANCE.

VIGNETTE.

CHAPTER PERSPECTIVE.

Failure to Adapt — Lucent.

Success in Adaptation — IBM.

WHY ORGANIZATIONAL CHANGE TODAY IS DIFFERENT FROM THE PAST.

FACTORS THAT AFFECT WHAT.AN ORGANIZATION CAN AND.CANNOT DO.

FOUR DIMENSIONS OF CHANGE.

STRATEGY.

Assessment, Formulation and Implementation Study.

Questions that Need to Be Asked.

RESOURCES.

Competent and Compatible Employees.

Financial Strength and Appropriate Facilities and Equipment.

SYSTEMS.

Systems that Support Operational Objectives.

Processes that Allow Timely Decision Making.

CULTURE.

ASSESSING CHANGE AGENT READINESS AND PLANNING CHANGE.

Assessing Manager Readiness for Change.

The Managing Change Questionnaire (Subset MCQ).

What Makes Organizational Change Work?

Direction Setting & Planning Process Linkages and Timetable.

USING A PROJECT MANAGEMENT APPROACH TO IMPLEMENT STRATEGIC INITIATIVES.

Project Management Focus.

Develop an Integrated Plan.

MANAGING THE IMPLEMENTATION OF CHANGE PROJECTS.

Monitor and Control Activities and Resources.

Allow Plan to Evolve.

READINGS AND CASES.

Reading 3-1 Fast forward: A new framework for rapid organizational change, Elspeth Murray & Peter Richardson, Ivey Business Journal, March/April 2003.

Case 3-1 Competition drives changes in organizational structure, William Leban, PM Network, November, 1996.

Case 3-2 Management of change through force field analysis, Jean Sandra Baulcomb, Journal of Nursing Management, 2003, 11.

CHAPTER REFERENCES.

Chapter 4. Leading Change.

CHAPTER AT A GLANCE.

VIGNETTE.

CHAPTER PERSPECTIVE.

MANAGEMENT VERSUS LEADERSHIP.

Multiple Responsibilities.

Definition of Leadership.

Role of the Leader.

TRANSACTIONAL VERSUS TRANSFORMATIONAL LEADERSHIP STYLE.

How Leadership Has Changed.

Differences in Behavior.

Visionary Leadership.

KEY FACTORS IN LEADING CHANGE.

Coordination.

Competencies.

Commitment.

Communication.

UNDERSTANDING THE EXTERNAL ENVIRONMENT.

Recognizing Destabilizing Forces and Opportunities.

Creating an Agenda.

BUILDING COALITIONS.

Identify Key Supporters.

Understand the Politics of Change.

Identify and Acquire Key Resources Needs.

QUESTIONING EXISTING ORGANIZATIONAL ASSUMPTIONS.

Question Assumptions and Test Solutions.

Trigger New Ideas.

COMMUNICATING A VISION.

Making a Compelling Case.

Communicate an Aspiration.

SHIFTING OWNERSHIP TO A WORKING TEAM.

Link Team to Necessary Resources.

Allow Teams to Form Their Own Identity.

CHANGE AGENTS CAN ENACT CHANGE.

COMPETENCIES OF A CHANGE AGENT.

SELF-ASSESSMENT FOR CHANGE AGENT EXCELLENCE.

LEADERSHIP AND ORGANIZATIONAL CHANGE.

LEADERSHIP AND CHANGE QUOTES.

READINGS AND CASES.

Reading 4-1 Change management — or change leadership?, Roger Gill, Journal of Change Management, May 2003.

Reading 4-2 Facing the unknown: What are leaders for if not to manage uncertainty?, Phil Hodgson and Randall White, Ivey Business Journal, January/February 2003.

Case 4-1 Managers as change agents, Adrian Furnham, Journal of Change Management, May 2002.

Case 4-2 Peter Browning and Continental White Cap (A), Mary Gentile and Todd D. Jick, Harvard Business School Case 9-486-090, Revised July 2000.

CHAPTER REFERENCES.

Chapter 5. Managing The Evolution of Change.

CHAPTER AT A GLANCE.

VIGNETTE.

CHAPTER PERSPECTIVE.

CONTEMPORARY APPROACH TO ORGANIZATIONAL CHANGE.

THE CHANGE CURVE.

THE CHANGE CYCLE GAP.

CREATING DISSATISFACTION WITH THE CURRENT STATE.

CHANGE THE EMPLOYMENT CONTRACT & MOBILIZE TO DO ADAPTIVE WORK.

Challenge the Old Contract.

Prepare for Change.

Generate New Contract.

Live the New Contract.

ADDRESSING THE UNEXPECTED.

Questions a Change Leader Must Ask.

Unexpected Events and Changes in Scope.

ADDRESSING RESISTANCE TO CHANGE.

Steps a Change Agent Can Take.

Advice for Dealing with Change.

MIDDLE MANAGERS AND CHANGE.

FOCUS ON RESULTS NOT ACTIVITIES.

Comparing Improvement Efforts.

Institutionalize the Results-Driven Focus.

THE PACE AND EXTENT OF CHANGE.

We Need To Move Together.

How Much is Too Much Change?.

TRUST IN TIMES OF CHANGE.

Predictability — Know What to Expect.

Capabilities — Roles and Responsibilities.

Organization and Employees are Interdependent.

SALES PROCESS REENGINEERING ANALYSIS.

STRATEGIC CHANGE INITIATIVE SIMULATION.

Develop Learning Relationship with Uncertainty.

Generation of Emotional Reponses.

Strategies & Tactics During Organizational Transition.

READINGS AND CASES.

Reading 5-1 The 10 questions change leaders must answer first, Carol Goman, Link & Learn, January 2004.

Reading 5-2 Engage the heart: Appealing to the emotions facilitates change, Gerard H. Seijts, Ivey Business Journal, January/February 2003.

Case 5-1 “Three in the middle.” Susan Rosegrant, Harvard Business School Case 9-491-022, October 19, 1990.

Case 5-2 Case study: Identifying resistance in managing change, Karyn E. Trader-Leigh, Journal of Organizational Change, 2002, Vol. 15, Iss. 2, pp. 138–156.

CHAPTER REFERENCES

Chapter 6. Developing and Communicating a Shared Vision.

CHAPTER AT A GLANCE.

VIGNETTE.

CHAPTER PERSPECTIVE.

COMMUNICATING CHANGE.

WHAT DO WE MEAN BY A “SHARED VISION”? .

VISION — GETTING IT RIGHT.

CRAFTING A VISION STATEMENT.

CLARITY OF THE CHANGE VISION.

COMMUNICATING THE CHANGE VISION.

A FRAMEWORK FOR CHANGE COMMUNICATION.

The Johari Window.

A Change Communication Framework.

Use of Informal Networks.

Communication Pitfalls.

Change Communication Litmus Test.

READINGS AND CASES.

Reading 6-1 Armenakis, A. A., & Harris. S. G. (2002). “Crafting A Change Message To Create Transformational Readiness.” Journal of Organizational Change Management, Vol. 15 No. 2.

Reading 6-2 Barrett, D. J. (2002). Change Communication: Using Strategic Employee Communication To Facilitate Major Change. Corporate Communications: An International Journal, Volume 7, Number 4.

Case 6-1 Charlotte Beers at Ogilvy & Mather Worldwide (A), Sackley, Harvard Business School Case 9-495-031, Revised October 12, 1999.

CHAPTER REFERENCES.

Chapter 7. Aligning Strategy and Culture.

CHAPTER AT A GLANCE.

VIGNETTE.

CHAPTER PERSPECTIVE.

ORGANIZATION AND STRATEGY.

WHAT IS STRATEGY?

WHAT IS CULTURE?

ALIGNING STRATEGYAND CULTURE

CHARACTERISTICS OF HEALTHY VS UNHEALTY CULTURES.

CORPORATE CULTURE AND PERFORMANCE.

Low Performance Cultures.

High Performance (Adaptive) Cultures.

INTEGRATING STRATEGY AND CULTURE.

Linking Strategy and Culture Through Levers for Change.

Linking Strategy and Culture Through Values.

STRATEGIC CULTURE CHANGE.

ALIGNING STRATEGY AND CULTURE: FUTURE TRENDS.

Short-Term Versus Long-Term – Orientation.

Leadership, Trust and Culture.

READINGS AND CASES.

Reading 7-1 Jassawalla, A.R., Sashittal, H.C., 2003 The DNA of Cultures That Promote Product Innovation. Ivey Business Journal. Nov/Dec.2003, Reprint 9B03TF03.

Case 7-1 Higgins, J., McAllister, C. 2004. If You Want Strategic Change, Don’t Forget to Change Your Culture. Journal of Change Management, London: March, Vol 4, 1 63-74.

CHAPTER REFERENCES.

Appendix A. Historical Seeds of Change Management.

Appendix B. Managing Change Questionnaire (Subset MCQ) Answer Key with Comments.

Index.

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