Description
Implementing Organizational Change: Theory Into Practice 3rd Edition by Bert Spector, ISBN-13: 978-0132729840
[PDF eBook eTextbook] – Available Instantly
- Publisher : Pearson; 3rd edition (January 5, 2012)
- Language : English
- 200 pages
- ISBN-10 : 0132729849
- ISBN-13 : 978-0132729840
NOTE: This eBook is a standalone eBook and will not include any access codes.
Learn how to be a leader in business by spearheading change in your organization, a vital skill for every executive. Implementing Organizational Change: Theory into Practice provides a framework upon which readers can understand and analyze effective change management.
This edition has been significantly enhanced based on recommendations for reviewers and users, and includes new research, a new chapter, and several new cases.
Table of Contents:
Contents
Preface
New to the Third Edition
Understanding Organizational Change
Theoretical Orientation
Book Organization
Text Features
Chapter 1 Organizational Change
Organizational Change at Nokia
Strategic Responsiveness
The Three Faces of Change
Transformational Change
Sources of Behavior
Employee Participation and Resistance to Change
Why Employees Resist Change
How Managers Can Inadvertently Fuel Resistance During Implementation
Employee Participation Builds Support for Change
Trigger Events and Change
Going Global and the Requirement for Organizational Change
Conclusion
Discussion Questions
Case Discussion
The ASDA Way of Working
Company Background
Enter Archie Norman
Building a Top Team
The First Six Months
Renewal
Strategic Renewal
Culture Change
Moving Renewal into the Stores
Chapter 2 Theories of Effective Change Implementation
Turnaround and Transformation at Duke University Children’s Hospital
Theories of Change Implementation
Kurt Lewin’s Field Theory in Social Science
Changing Behaviors by Changing Context
Creating Dissatisfaction
Lewin’s Contribution to Change Implementation
Organization Development and Change Implementation
Organizations are Open Systems
Organizations Serve Multiple Stakeholders
Deal with Conflict through Problem Solving, Openness, and Trust
Organizational Development’s Contribution to Change Implementation
Process‐Driven Change Interventions
The Limitations of Content‐Driven Change
The Popularity of Content‐Driven Change
Process‐Driven Change and its Contribution to Change Implementation
Task Alignment as a Driver of Behavioral Change
Task‐Aligned Change
Task Alignment’s Contribution to Change Implementation
Putting it All Together: Buildinga Theory of Change Implementation
Starting Implementation with Shared Diagnosis
Moving to Redesign
Help
People Change
Reinforcing New Behaviors
Mutual Engagement at the Core
Avoiding Implementation Traps
Conclusion
Discussion Questions
Case Discussion
Blue Cloud Gets Agile
Chapter 3 Mutual Engagement and Shared Diagnosis
“A Deer Caught in the Headlights” at HP
Diagnosing the Organization
Requirement for a Systemic Framework
Starting with Mutual Engagement
Organizational Enablers of Dialogue
The Consultant Role
Getting Started with Organizational Diagnosis
Data Collection
Questionnaires
Interviews
Observations
Summarizing Data Collection Methods
Creating a Dialogue of Discovery
Closing the Loop with Feedback
After‐Action Reviews
Conclusion
Discussion Questions
Case Discussion
Managing Transformation at National Computer Operations
NCO Operations
The Challenge
Chapter 4 Organizational Redesign
Dr. Gayle Brings Collaboration to CARE
Organizational Redesign
Changing Informal Design First
Piloting Redesign
Understanding Design Challenges
The Challenge of Differentiation and Integration
The Challenge of Control and Creativity
The Challenge of Allocating Decision-Making Rights
The Special Challenge of Multinational Organizations
Building Commitment
Rethinking Job Design Choices
Building Collaboration
Cross-Functional Teams
Creating Teamwork
Conclusion
Discussion Questions
Case Discussion
Transferring Innovation across National Boundaries
Minnesota Biolabs
The Search for an Alternative Test
Chapter 5 People Alignment
Expanding the Market for Best Buy
People Alignment and Change
Help
Training
Feedback
Top Management Development
People Change
Selecting the “Right” Employees
Criteria for Selection
Screening for Fit
Selection Techniques
Removal and Replacement
Implementing Removal and Replacement
Getting the Sequence Right: Fair Process
Conclusion
Discussion Questions
Case Discussion
“Employee First, Customer Second”: Vineet Nayar Transforms HCL Technologies
Strategic Renewal
Rejuvenating Employees
“Employee First, Customer Second”
360° Performance Evaluations
Additional People Alignment Initiatives
Further Challenges
Chapter 6 Reinforcing New Behaviors
Localizing a Retail Giant Chain
Selecting the Appropriate Organizational Focus
Choices of Organizational Structure
Focus on Functional Excellence
Focus on Marketplace Responsiveness
Dual Focus
Focus on the Supply Chain
The Role of Structural Intervention in Implementing Change
Using Incentives to Support New Behaviors
Focusing Pay on Performance
Intrinsic and Extrinsic Rewards
Sequencing the Introduction of Incentives
Technology and Behavior Change
Making a Choice
Sequencing New Technology in Change Implementation
Conclusion
Discussion Questions
Case Discussion
Making the Problem Worse
Springfield General
Chapter 7 Leading Change
Collaboration and Leadership at Cisco Systems
Understanding Leadership
The Tasks of Leadership
Develop and Communicate Purpose
Establish Demanding Performance Goals
Enable Upward Communication
Forge an Emotional Bond Between Employeesand the Organization
Develop Future Leaders
Beyond Individual Leadership
The Challenge of “Walking the Talk”
Conclusion
Discussion Questions
Case Discussion
Leading Change—Carlos Ghosn at Renaultand Nissan
Nissan Motor Company
Carlos Ghosn
Ghosn at Renault
Renault
Renault–Nissan Alliance
Ghosn at Nissan
Early Diagnosis
Cross‐Functional Teams
Nissan Revival Plan
Results and More Plans
Moving Up
Rough Seas at Renault
Chapter 8 Going Green
Nike Just Does It
Moving Toward the Sustainable Corporation
The Performance Advantage of Sustainability
The Process of Changing to Green
Set the Vision
Diagnose the Current Situation
Alter Informal Design Elements
Alter Formal Design Elements
Internal Measurement
External Measurement
Shaping a Green Culture
Conclusion
Discussion Questions
Case Discussion
Going Green at an Oil Company(?)
A State Company
Gabrielli Acts
How Green Is Petrobras?
Index
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