Change Management Masterclass
A guide to change management for MBA students, based around a typical change process. Academically rigorous, it is focused on organizational change and contains case studies, models, tools and techniques.
Change management, handled badly, can create enormous problems for business. A recent McKinsey survey suggested that only 6% of change management projects are completed successfully, with the process of change causing feelings of anxiety and confusion in the changing organization. There is obviously a great need for support during any transition.
Change Management Masterclass explains the whole process in accessible terms. It looks at why organizations need to change, the different ways change can be approached and what makes a process of change management successful.
It analyses the change process in an ordered and structured way to help you understand the concepts and deal with the unexpected problems that arise. Key points are reinforced with case studies from both the public and private sector including Biogen Idec, The British Council and Aster Group.
Change Management Masterclass provides a model for change which will help you to make sense of change management and manage change better in the future. It will also help you to improve your own performance, and that of your organization.
REVIEWS :Paperback, 288 Pages, Dimensions 234 x 153 MM Language English.
Introduction
Introduction to change management; Change; Format of the book; A useful accompaniment to change
Part I
1. Approaching Change
Introduction; Metaphors and paradigms; Types of change; Culture; Personality; Groupthink; Summary
2. Orientation
Introduction; The need for change; Change formula; Summary
Part II
3. Organizational Case Studies
Introduction; The organizations and their orientations; Aster Group; The Institute of Public Health in Ireland; Biogen Idec; The British Council; County of Aarhus, Denmark; The kitchenware company; The Primary School; The financial services company
Part III
4. Organization
Introduction; The change kaleidoscope; 7Ss framework; Cultural web; Tichy’s change levers; Project management methodology; Different approaches to change; Case study analysis; Summary
5. Mobilization
Introduction; Motivation and mobilization; The change equation; Resistance to the idea of change; Stakeholder interests; Communication, engagement, mobilization; Difference and the cultural dimension; Case study analysis; Summary
6. Implementation
Introduction; Project management implementation; Operationalizing the changes; Case study analysis; Summary
7. Transition
Introduction; Individual change; Teams through change; Shadow side of organizations; Case study analysis; Summary
8. Leading Change
Introduction; Characteristics of leadership; The leadership task; Leadership roles; Leadership style; Case study analysis; Summary
9. Integration
Introduction; Embedding change; Learning; The learning organization; Case study analysis; Summary00
10. Conclusion
Managing change -- best practice; Lessons from the case studies; Conclusion
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.