In today’s world, organizational resilience, adaptability and agility gain new prominence. Awaken, mobilize, accelerate, and institutionalize change with Organizational Change: An Action-Oriented Toolkit, Fifth Edition. Bridging theory with practice, this new edition uses models, examples, and exercises to help students engage others in the change process. Authors Gene Deszca, Cynthia Ingols, Tupper F. Cawsey, and Evelina Atanassova provide tools for implementing, measuring, and monitoring sustainable change initiatives and helping organizations achieve their objectives.
Tabella dei contenuti
Chapter 1 • Changing Organizations in Our Complex World
Defining Organizational Change
The Orientation of This Book
The Implications of Worldwide Trends for Change Management
Organizational Change Roles
The Requirements for Becoming a Successful Change Leader
Chapter 2 • How to Lead Organizational Change: Frameworks
Why Systematically Learn about Organizational Change?
Differentiating How to Change from What to Change
(1) Stage Theory of Change: Lewin
(2) Eight-Stage Model of Organizational Change: Kotter
(3) Giving Voice to Values: Gentile
(4) Emotional Transitions Through Change: Duck
(5) The Change Path Model: Deszca, Ingols, and Atanassova
Application of the Change Path Model
Chapter 3 • What to Change in an Organization: Frameworks
Open Systems Approach to Organizational Analysis
(1) Nadler and Tushman’s Congruence Model
(2) Bolman and Deal’s Four-Frame Model
(3) Sterman’s Systems Dynamics Model
(4) Greiner’s Model of Organizational Growth
Chapter 4 • Who Leads the Change
The Strategic Purpose of Change Leadership
Demystifying Successful Change Leaders
Developing into a Change Leader
Diverse Types of Change Leaders
Change Teams
Internal Versus External Consultants
Change from the Middle: Everyone Needs to Be a Change Leader
Rules of Thumb for Change Agents
Chapter 5 • Awakening: Building and Energizing the Need for Change
Understanding the Need for Change
Assessing the Readiness for Change
Developing a Powerful Vision for Change
The Difference Between an Organizational Vision and a Change Vision
Examples of Visions for Change
Chapter 6 • Navigating Change Through Formal Structures and Systems
Making Sense of Formal Structures and Systems
Impact of Uncertainty and Complexity on Formal Structures and Systems
Formal Structures and Systems from an Information Perspective
Using Structures and Systems to Influence the Approval and Implementation of Change
Aligning Strategically, Starting Small, and “Morphing” Tactics
The Interaction of Structures and Systems with Change During Implementation
Using Structures and Systems to Facilitate the Acceptance of Change
Chapter 7 • Navigating Organizational Politics and Culture
Power Dynamics in Organizations
Organizational Culture and Change
Tools to Assess the Need for Change
Chapter 8 • Mobilizing: Recipients of Change and Internal Stakeholders
Stakeholders Respond Variably to Change Initiatives
Responding to Various Feelings in Stakeholders
Make the Change to the Psychological Contract Explicit and Transparent
Integrity and Competence Are Two Important Antidotes to Skepticism and Cynicism
Avoiding Coercion but Pushing Hard: The Sweet Spot?
Ensuring Consistent Signals from Systems and Processes
Steps to Minimize the Negative Effects of Change
Chapter 9 • Moving from Mobilizing to Accelerating Change: Action Planning & Implementation Tools
Prelude to Action: Selecting the Path Forward
Plan the Work
Action Planning Tools
Working the Plan Ethically and Adaptively
Transition Management
Chapter 10 • Institutionalizing the Changes
Aligning the Change with the Organization
Engaging People Operations
Celebrating and Learning
Chapter 11 • Change Management Data Analysis
Selecting and Implementing Change Metrics
Measurement Systems and Change Management
Change Strategy Measurement Tools
Chapter 12 • The Future of Change and the Future of Organizations
The Framework: Change Path Model
Future Organizations and Their Impact
Specialist and Generalist: Divergent Career Paths
Paradoxes in Organizational Change
Orienting Yourself to Organizational Change
Circa l’autore
Tupper F. Cawsey is professor emeritus of Business, Wilfrid Laurier University. He served as editor, Case Research Journal, for the North American Case Research Association. He has served on several boards of directors and was chair, Lutherwood Board from 2003–2008. Tupper was recognized nationally in 2001 as one of Canada’s top five business professors by receiving the Leaders in Management Education award, sponsored by Pricewaterhouse Coopers and the National Post. He is also the 1994 recipient of the David Bradford Educator Award, presented by the Organizational Behavior Teaching Society, and the 1990 Wilfrid Laurier University “Outstanding Teacher Award.”Tupper created the Case Track for the Administrative Sciences Association of Canada, a peer review process for cases. He is author or coauthor of over six books and monographs including, Toolkit for Organizational Change—1st Edition, Canadian Cases in Human Resource Management, Cases in Organizational Behaviour, and several monographs including Control Systems in Excellent Canadian Companies and the Career Management Guide. Tupper has over 50 refereed journal and conference publications. In 2005, he received the Christiansen Award from the Kaufman Foundation and the North American Case Research Association (NACRA), and in 2007 his case, “Board Games at Lutherwood, ” won the Directors College Corporate Governance Award and the Bronze Case Award at the NACRA Conference. In 2009, his case, “Nu Comm International, ” won the Gold Case Award at the NACRA Conference.
