Learning to Change: A Guide for Organization Change Agents
Autor Léon de Caluwe, J. "Hans" G. Vermaaken Limba Engleză Electronic book text – 2 iul 2012
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Specificații
ISBN-13: 9781452262895
ISBN-10: 1452262896
Pagini: 344
Ediția:1
Editura: SAGE Publications
Colecția Sage Publications, Inc
Locul publicării:Thousand Oaks, United States
ISBN-10: 1452262896
Pagini: 344
Ediția:1
Editura: SAGE Publications
Colecția Sage Publications, Inc
Locul publicării:Thousand Oaks, United States
Recenzii
"A
good
balance
between
theory
and
practice
.
.
.
it
definitely
fills
a
void
in
the
[lack
of]
texts
in
the
area
and
the
change
literature
in
general
.
.
.
a
good
fit
for
my
graduate
class
on
‘Managing
Organizational
Change."
"Like Gareth Morgan’sImages of Organization, this book is a superb blend of theory and practicality. It demystifies chaos and paradox, and it encourages the understanding of organizational dynamics from multiple perspectives. It is refreshing to read a book that presents diverse theories and interventions so even-handedly."
"Like Gareth Morgan’sImages of Organization, this book is a superb blend of theory and practicality. It demystifies chaos and paradox, and it encourages the understanding of organizational dynamics from multiple perspectives. It is refreshing to read a book that presents diverse theories and interventions so even-handedly."
Cuprins
Preface
Introduction
Why Change is so Complicated
On Loosely Coupled Systems
On Managing and Being Managed
On Chaos Thinking
Sociopolitical Mechanisms
Four Irrational Families of Theries Full Irrationalities
Thinking About Change in Five different Colors
Change Strategies and Approaches
Five Meanings of the Word Change
Five Ways of Thinking About Change in More Detail
Ideals and Pitfalls
New Colors and 'Super Páradigm'
Working With Colors: The Joseph and Johanna Case
The Main Elements of Planning Change
Elements of the Method
The Preceding Change Idea and the Actual Outcome
History: Driving Factors Behind the Change Idea
Actors
The Change Phases
Communication and Sense Making
Steering
Playing With the Elements: A Case Illustration
From Idea to Outcomes
Diagnose
Change Strategy
Intervention Plan
Brainstorming
Interventions
Case "Organization X"
Examples of Diagnostic Models
The Eisenhower Principle, Curriculum Vitae, Time Sheets
Profit Formula for Professional Organizaitons, Herring Bone Diagram, Task Dividion Scheme
Balanced Scorecard, Portfolio Analysis, Activity-Based Costing
Competition Structure, Environment Analysis, Experience Curves
Core Qualities, I/R Professionals, Competencies
Team Roles, Conditions for Team Success, Roles of the Staff Units
Culture Types, Organization Configurations, The Organizational Iceberg
Network Organization, Public Private Cooperation, Industrial Ecology
Biographical Fit, Power Sources, Levels of Learning
Optimal Conflict Level, Learning Curve, Process/Result Orientation
The Clock, the Passage of Resistance, Two Change Forces
Force-field Analysis, Mega-trends, National Cultures
In Conclusion to This Chapter
Examples of Intervention
Introduction
Why Change is so Complicated
On Loosely Coupled Systems
On Managing and Being Managed
On Chaos Thinking
Sociopolitical Mechanisms
Four Irrational Families of Theries Full Irrationalities
Thinking About Change in Five different Colors
Change Strategies and Approaches
Five Meanings of the Word Change
Five Ways of Thinking About Change in More Detail
Ideals and Pitfalls
New Colors and 'Super Páradigm'
Working With Colors: The Joseph and Johanna Case
The Main Elements of Planning Change
Elements of the Method
The Preceding Change Idea and the Actual Outcome
History: Driving Factors Behind the Change Idea
Actors
The Change Phases
Communication and Sense Making
Steering
Playing With the Elements: A Case Illustration
From Idea to Outcomes
Diagnose
Change Strategy
Intervention Plan
Brainstorming
Interventions
Case "Organization X"
Examples of Diagnostic Models
The Eisenhower Principle, Curriculum Vitae, Time Sheets
Profit Formula for Professional Organizaitons, Herring Bone Diagram, Task Dividion Scheme
Balanced Scorecard, Portfolio Analysis, Activity-Based Costing
Competition Structure, Environment Analysis, Experience Curves
Core Qualities, I/R Professionals, Competencies
Team Roles, Conditions for Team Success, Roles of the Staff Units
Culture Types, Organization Configurations, The Organizational Iceberg
Network Organization, Public Private Cooperation, Industrial Ecology
Biographical Fit, Power Sources, Levels of Learning
Optimal Conflict Level, Learning Curve, Process/Result Orientation
The Clock, the Passage of Resistance, Two Change Forces
Force-field Analysis, Mega-trends, National Cultures
In Conclusion to This Chapter
Examples of Intervention
Descriere
Learning
to
Changeprovides
a
comprehensive
overview
of
organizational
change
theories
and
practices
developed
by
both
European
and
North
American
change
theorists.
The
authors
compare
and
contrast
different
theories
or
approaches
to
planned
change
and
discuss
in
detail
the
activities
or
steps
change
agents
take
diagnosis,
change
strategy,
the
intervention
plan,
and
interventions.