Management of Organizational Change: Leveraging TransformationOrganizational 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. |
Contents
Preface to the Second Edition | 11 |
ONE UNDERSTANDING CHANGE | 19 |
1 | 20 |
Forces of Change | 35 |
Types of Change | 43 |
Models of Organizational Change | 51 |
3 | 57 |
TWO ORGANIZATIONAL VISION | 61 |
FOUR STRATEGIC LEVERAGES TO CHANGE | 149 |
1 | 157 |
Strategies | 162 |
Processoriented Strategies | 190 |
Competitor and Customeroriented Strategies | 218 |
ORGANIZATIONAL | 227 |
Organizational Mental Modes and Managing Change | 252 |
SIX MANAGING CHANGE THROUGH PEOPLE | 272 |
1 | 65 |
Strategic Planning | 69 |
Elements of Strategic Planning | 70 |
Basic Paradigms to Realize VisionStrategy | 85 |
THREE MANAGING CHANGE | 95 |
1 | 96 |
2 | 102 |
Transformation Planning | 105 |
Creating the Support Systems | 113 |
7 | 123 |
Managing the Transition | 130 |
Common terms and phrases
achieve action action learning activities assist behaviour benchmarking business environment cent change initiatives change management change process communication company's competitive advantage contd context core competencies Corning Inc corporate cost create cross-functional teams economic effective emotions employees enable examine example facilitate firms focus functions future global goals he/she Hewlett-Packard his/her identified implementation improve India individual industry Infosys innovative integration intended change internal involved ization knowledge leadership learning levels managerial managing change manufacturing mass customization ment Motorola one's operations organization organization's organizational change organizational culture outsourcing perceived performance positive proactive problems products/services programmes Pygmalion effect reengineering relationships resistance responsibility restructuring rewards role scenario share skills strategy structure sub-system success suppliers tacit knowledge tasks tion top management vendor Vertical integration vision Wipro workforce