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Making Sense of Change Management A Complete Guide to the Models Tools and Techniques of Organizational Change

ISBN-10: 0749453109

ISBN-13: 9780749453107

Edition: 2nd 2009

Authors: Esther Cameron, Mike Green, Esther et al Cameron

List price: $45.00
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Description:

Written for students and professionals alike, "Making Sense of Change Management" is a classic text in the field of change management. It is aimed at anyone who wants to understand why change happens, how it happens and what needs to be done to make change a welcome rather than a dreaded concept. It offers considered insights into the many frameworks, models and ways of approaching change and helps the reader apply the right approach to each unique situation. This updated edition includes new chapters on recent and emerging research in the area of change management and guidance on how to manage complex change.
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Book details

List price: $45.00
Edition: 2nd
Copyright year: 2009
Publisher: Kogan Page, Limited
Publication date: 3/1/2009
Binding: Paperback
Pages: 384
Size: 6.73" wide x 9.49" long x 0.87" tall
Weight: 1.694
Language: English

Esther Cameron is an experienced change consultant who has been collecting and experimenting with approaches to change across different levels of organisational systems for 20 years. She writes books and articles on change and leadership, and practices as a change consultant and leadership coach. Esther has an eclectic and very human style of working, tuning into individual and systems needs; she is also skilled at working with emergence and structure simultaneously in response to the client context. Esther is Director of innovative change consultancy Integral Change Consulting Ltd. Integral Change brings together over 28 years of organisational change consultancy experience, skill and knowledge by joining the established change consulting practices of Esther Cameron and Nick Mayhew. It provides a new, high value form of integrated, 'minimal intervention' consultancy , a response to the heightened pressure throughout most organisations to change rapidly what isn't working, and to achieve much more with less.

Mike Green has been helping individuals, teams and organisations manage change for over twenty years. He is the author of Change Management Masterclass, and co-author of the top-selling book Making Sense of Change Management and making Sense of Leadership (all published by Kogan Page). Underpinned by extensive research and based on practical organisational experience they are all guides to the models, tools and techniques of individual, team and organisational change. He has also written practitioner guides for middle managers (Emerging Leadership) and top teams (Inside Top Teams). Mike is an accredited Executive Coach, and also tutors on one of the world's prestigious MBAs at Henley Business School. As Visiting Executive Fellow he tutors in Leadership and Change, People and Performance and Personal Development.

Acknowledgements
Introduction
Who this book is aimed at
The basic content of the book
Why explore different approaches to change?
Overview of structure
Message to readers
The Underpinning Theory
Individual change
Introduction
Learning and the process of change
The behavioural approach to change
The cognitive approach to change
The psychodynamic approach to change
The humanistic psychology approach to change
Personality and change
Managing change in self and others
Summary and conclusions
Team change
Introduction
What is a group and when is it a team?
Why we need teams
The types of organizational teams
How to improve team effectiveness
What team change looks like
The leadership issues in team change
How individuals affect team dynamics
How well teams initiate and adapt to organizational change
Summary and conclusions
Organizational change
How organizations really work
Models of and approaches to organizational change
Summary and conclusions
Leading change
Introduction
Visionary leadership
Roles that leaders play
Leadership styles and skills
Different leadership for different phases of change
The importance of self-knowledge and inner resources
Summary and conclusions
The Applications
Strategic change process
Overview of structure
Restructuring
Reasons for restructuring
The restructuring process
Restructuring from an individual change perspective: the special case of redundancy
Enabling teams to address organizational change
Conclusion
Mergers and acquisitions
The purpose of merger and acquisition activity
Lessons from research into successful and unsuccessful mergers and acquisitions
Applying the change theory: guidelines for leaders
Summary
Cultural change
Guidelines for achieving successful cultural change
Case study one: aligning the organization
Case study two: rebranding the organization
Case study three: creating an employer brand
IT-based process change
Strategy and IT
The role of IT management
The need for IT change managers
Achieving process change
Changing the information culture
New rules for a new age
Summary and conclusions
Emerging Inquiries
Complex change
Introduction
When is change complex?
Understanding how complexity science applies to organizational change
Tools that support complex change
The role of leaders in complex change
Summary and conclusions
The right way to manage change?
Introduction
What the research says
Different approaches to getting ready for change
Leading change
How do you know whether change is working?
Summary and conclusions
Conclusion
The importance of peripheral vision
Finding the space to reflect
How to get in touch with the authors of this book
References
Index