Implementing Organizational Change:International EditionDescription |
For both practitioners and students of change management.
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.
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Features |
For both practitioners and students of change management.
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.
Three Part Organization:
- Theories of Effective Change Implementation (Ch 1-2): analyzes the forces that predict strategic renewal as well as the underlying theories of effective implementation.
- Implementing Change (Ch 3-6): Highlights specific methods of implementing organizational change.
- A Broader View (Ch 7-8): Examines culture and leadership, two organizational elements that have a profound impact on change.
Broad Theoretical Orientation: The content in this text is guided by insights from several fields:
- Organizational Development (OD)
- Strategic Renewal
- Strategic Human Resource Management (SHRM)
- Leadership
Other topics of distinction
Chapter Opening Case: A short, real world chapter opening case highlights the theme of each chapter, is woven through the chapter discussions, and then concluded with discussion questions in the end of chapter materials. Students learn how change is implemented in real companies and are provided with one company example by which to remember the concepts.
Theory in Practice: This feature will highlight the applications of the theories being presented.
Key Vocabulary Words: Words are presented in text so that students can speak the language of change management.
Concluding Case: Written by the author, these longer cases round out the dialogue in each chapter and can be used to encourage discussion and debate in class.
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New to this Edition |
This edition has been significantly enhanced based on recommendations for reviewers and users, and includes new research, a new chapter, and several new cases. Highlights include: - New Chapter: Chapter 8: Going Green covers, in detail, one of today's hottest topics in business.
- Chapter 7: Organizational Culture and Change has been removed as a separate chapter. Key concepts from the chapter have been integrated throughout the text.
- Five new opening cases have been included.
- Four new closing cases have been included.
- The Theory into Practice sections have been expanded throughout the text. At the same time, many of them have been rewritten to masker even clearer the application of change implementation theory.
- New examples have been added throughout the text.
- A new framework for organizational diagnosis has been added in Chapter 3.
- A case on a not-for-profit organization - CARE - has been added to Chapter 4.
- A section on change in multinational organizations has been added to Chapter 4.
- Greater emphasis on the process of building collaboration has been added to Chapter 4.
- A case on workforce diversity has been added to Chapter 5.
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Table of Contents |
Chapter 1: Organizational Change
Chapter 2: Theories of Effective Change Implementation
Chapter 3: Mutual Engagement and Shared Diagnosis
Chapter 4: Organizational Redesign
Chapter 5: People Alignment
Chapter 6: Reinforcing New Behaviors
Chapter 7: Leading Change
Chapter 8: Going Green
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