Managing Organizational Change

A Practical Toolkit for Leaders
1. Auflage 2014
ISBN: 978-0-7494-7083-8
Verlag: Kogan Page

Buch, Englisch, 304 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 465 g

A critical area of competitive advantage is the ability of organizations to lead rather than follow changes in the market. This means having the ability to roll out the right changes quickly and reliably in a way that delivers a return on investment. Managing Organizational Change brings together all the different roles and functions within an organization that a leader has to manage effectively to ensure successful and sustainable organizational change. Centred around the Cycle of Change Model, it provides a practical yet reflective overview of the four things you have to have (culture, capacity, commitment and capability) and the six things you have to do (direct, drive, deliver, prepare, propagate and profit). It explains which type of resources you need in order to achieve long term change, which tasks, roles and activities need to be in place and crucially, how to lead during a time of great unease. Managing Organizational Change will help you deliver better outcomes, reflect on what your organization needs to do better and ensure change is embedded throughout your organization. Online supporting resources for this book include downloadable appendices to supplement several chapters.

Autoren/Hrsg.

Campbell, Helen

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Change Management
• Wirtschaftswissenschaften Wirtschaftswissenschaften Wirtschaft: Sachbuch, Ratgeber

Inhaltsverzeichnis

• • Chapter - 00: Introduction: Dear Reader;
  • Chapter - 01: It’s not working!;
  • Chapter - 02: The cycle of change;
  • Chapter - 3.1: Culture to change;
  • Chapter - 3.2: Capacity to change;
  • Chapter - 3.3: Commitment to change;
  • Chapter - 3.4: Capability to change;
  • Chapter - 4.1: Direct the change;
  • Chapter - 4.2: Drive the change;
  • Chapter - 4.3: Deliver the change;
  • Chapter - 4.4: Prepare for the change;
  • Chapter - 4.5: Propagate the change;
  • Chapter - 4.6: Profit from the change;
  • Chapter - 05: What next?

Über Autor(innen)

Campbell, Helen
Helen Campbell is the co-founder and Global Vice President of the Change Management Institute and and is responsible for global Accreditation and Education. She has over 20 years experience in consulting and leadership in the UK and Australia and in addition to being a guest lecturer at University of Sydney, she is frequently invited to speak at conferences and expert panels. Through her company Catalyst Business Solutions Pty Ltd, she has led numerous change projects with clients including Ernst & Young, BT Financial Group, British Telecom, Sydney Water, NatWest Bank and Westpac.

Helen Campbell is the co-founder and Global Chief Assessor of the Change Management Institute and Principal Organizational Change Consultant at Catalyst Business Solutions which she founded in 1998. A guest lecturer at University of Sydney, she has led numerous successful and high profile change projects with clients including Ernst & Young, BT Financial Group, British Telecom, Sydney Water, NatWest Bank and Westpac.