Managing and Leading People Through Organizational Change: The Theory and Practice of Sustaining Change Through People

Managing and Leading People Through Organizational Change: The Theory and Practice of Sustaining Change Through People

by Julie Hodges

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Overview

Tremendous forces for change are radically reshaping the world of work. Disruptive innovations, radical thinking, new business models, and resource scarcity are impacting every business sector.  Although the scale of expected change is not unprecedented, what is unique is the pervasive nature of the change and its accelerating pace.  While structures, systems, processes, and strategies are relatively simple to understand and even fix, people are more complex. Change can have a different impact on each individual, which can cause different attitudes and reactions.

Managing and Leading People through Organizational Change provides a critical analysis of change and transformation in organizations from both a theoretical and practical perspective.  It addresses the individual, team, and organizational issues of leading and managing people before, during and after change, using case studies and interviews with people from organizations in different industries across the globe. Each chapter includes learning objectives, boxed summaries, diagrams/models, case examples with questions, exercises, and a list of references and further reading. 

Product Details

ISBN-13: 9780749474195
Publisher: Kogan Page, Ltd
Publication date: 02/28/2016
Edition description: New Edition
Pages: 376
Product dimensions: 6.00(w) x 9.10(h) x 0.90(d)

About the Author

Julie Hodges is the MBA Programme Director at Durham University Business School. She is the co-author of Sustaining Change in Organizations (Sage Publications) and co-editor of Public and Third Sector Leadership (Emerald Group Publishing).

Table of Contents


Introduction
 
Part One Understanding organizational change
01 The Context and nature of change
Introduction
Context
Driver of change
Definitions
The nature of change
Recognizing the need for change
Summary
References
Further reading

Part Two Individual responses to change
02 The impact of organizational change on emotions
Introduction
Emotions at work
Definition of emotions
Types of emotions during organizational change
Impact of emotions on work performance
Emotion perspectives
Emotions and culture
Suppressing and expressing emotions
Emotional contagion
Emotional balancing
Emotional intelligence
The role of emotions during organizational change
Summary
Implications for managers and leaders
References
Further reading

03 Individual sense-making processes
Introduction
Motivating people to change
Resistance to change
Perceptions of justice and fairness
How change affects the psychological contract
Building trust
Helping people to make sense of change
Summary
Implications for managers and leaders
References
Further reading

Part Three The role of leaders and managers
04 Leading people through change
Introduction
Change management or change leadership
The transformation of leadership
Leadership enablers of change
Power and politics
Challenges of leading change
Change and people-centred leadership
Summary
Implications for leaders for leading change
References
Further reading

05 Fostering commitment and ownership
Introduction
Change management
How change is mismanaged
The role of managers
Managing people’s health and well-being
Commitment or compliance
Ownership of change
Implementing change with impact
Managing conflict
Stakeholder analysis
Impact analysis of change on people
Summary
Implications for managers in the change process
References
Further reading
Appendix 5.1-Change readiness assessment template
Appendix 5.2-Managing people through change: a checklist for managers
Appendix 5.3-Stakeholder management plan

06 Engaging people through dialogue
Introduction
Communicating change
Addressing rumours
The human dimension of communication
The art of dialogue
Using social media to communicate
ZOUD-the zone of uncomfortable debate
Summary
Implications
References
Further reading
Appendix 6.1-Template for a stakeholder communication plan

07 Understanding and carrying out culture change
Introduction
Organizational culture
The management of organizational culture
Challenges of culture change
Patterns breaks
Creating a culture for change
Delivering sustainable culture change
Summary
Implications for managers and leaders
References
Further reading

Part Four Building capabilities
08 The role of HR in transitioning people through change
Introduction
The importance of HR during change
The strategic role of HR
Key HR activities
Managing performance
Working across global borders
The role of HR during restructuring
Retaining staff
Employee assistance programmes (EAPs)
Internal and external HR consultants
The capability of HR for transformations
Summary
Implications for HR
References
Further reading
Appendix 8.1-Framework for initial discussions with HR about change
Appendix 8.2 – Using external HR consultants

09 Building capabilities for change
Introduction
Learning and reflection
Capabilities for change
Resilience
Intelligences for leading people through change
Building capabilities
Leadership development
Summary
Implications for leaders and managers
Note
References
Further reading
Appendix 9.1-High-level training and development audit: training needs analysis template
Appendix 9.2-Structuring action-learning group meetings

Part Five Ethics, sustainability and change
10 Sustaining change
Introduction
Ethical standards of behaviour
Ethical aspects of managing change
Ethical aspects of leading change
The ethics of culture change
Sustaining change
Moving forward
Summary
Implications for managers and leaders
References
Further reading

Glossary
Index

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