Management of Organizational Change: Leveraging Transformation

Front Cover
SAGE, Apr 14, 2006 - Business & Economics - 367 pages
Organizational Change is a complex yet essential process for growth and development in business. The second edition of this insightful book examines the nature of this critical process in the light of the rapid changes in the business environment and intense global competition.The author revisits fundamental concepts, as well as presents new ideas, activities, and processes associated with how to plan, implement and manage effective transformational change. The book highlights:- The nature and process of transformational change and the paradigms basic to the change process- The basic concepts and strategic leverages of change- The need for and ways of aligning current tasks, systems, processes, and culture with organizational goals- The support systems required for change and the need to develop and maintain these systems- Ways of tuning organizations for change- Managing change through people by optimizing individual and group effortsSupported by numerous case studies and written in a lucid and reader-friendly style, this book will be a definitive guide for students, scholars, and practitioners.
 

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Contents

Preface to the First Edition
13
ONE UNDERSTANDING CHANGE
19
Forces of Change
35
Types of Change
43
Models of Organizational Change
51
TWO ORGANIZATIONAL VISION
61
Strategic Planning
69
Basic Paradigms to Realize VisionStrategy
85
Processoriented Strategies
190
Competitor and Customeroriented Strategies
218
ORGANIZATIONAL
227
Organizational Mental Modes and Managing Change
252
SIX MANAGING CHANGE THROUGH PEOPLE
272
The Three Rs of Management
287
Relationship Management
296
Results Management
306

THREE MANAGING CHANGE
95
Transformation Planning
105
Creating the Support Systems
113
Managing the Transition
130
FOUR STRATEGIC LEVERAGES TO CHANGE
149
Strategies
162
Dealing with Groups
319
Overcoming Organizational Resistance to Change
335
References
352
Index
361
About the Author 368
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