Suchergebnisse

About this book -- About the authors -- Acknowledgements -- The context and meaning of change -- Organizations and their changing environments -- The nature of organizational change -- Changing organizations -- Organizational design, structure and change -- Culture and change -- Power, politics and change -- Leadership styles and leading change -- Strategies for managing change -- Hard systems models of change -- Soft systems models for change -- Future directions and challenges -- References -- Author index -- Subject index

Making sense of organizational change -- The discourse of change: from theory to practice -- From Lewin to OD : planned approaches to change -- Organizational culture and culture change -- Organizational learning, the learning organization and appreciative inquiry -- The quality movement - TQM and business process reengineering -- A measure of change : six sigma and the balanced score card -- Leading change -- Power and resistance -- Diversity management -- Institutionalization and change

"A new lean and agile model for more effective change management Rapid Organizational Change gets right to the heart of the change initiative problem, and offers a time- and money-saving solution. The fact that so many change initiatives fail or underperform can be traced back to one major issue: pace. While most change management models stress the importance of timeliness, they remain bound to an organization-wide approach to execution.. By targeting change efforts at specific mid-level layers of management, this book helps you achieve the desired outcome more efficiently while saving time, effort and money. Full of practical advice and real-world examples, this book is your action guide to making change happen in a meaningful way. You'll learn how to continually develop great leadership at the institutional level, and gain real, actionable guidance on putting more women in management positions to help you grab that competitive advantage. Today's disruptive technologies and macro-economic patterns have elevated organizational agility to the rank of survival skill. Change is a constant in business, but it's now coming faster than ever; this book gives you the strategies you need to keep from being left behind. Target mid-level managers for faster change Institute perpetual leadership development outside of HR Correct gender inequality in management positions Utilize your best resources to gain competitive advantage Most change management models have the same inherent problem: by the time new processes and strategies trickle down to every manager and staff member, the opportunity has passed and the change can no longer be effective for its intended purpose. Rapid Organizational Change lays out a new shortcut to help your organization stay out in front"--

Management of change in organizations has been one of the most important concerns of professionals in recent times. A manager, an administrator or a consultant, who wishes to understand the dynamics of change, is most frequently confronted with questions such as: What is the concept of change? How to decide what to change, and then how to change it? Is implementation of change always painful? What one needs to keep in mind while implementing changes in organizations? Many more such questions are being asked and need to be asked, and scholars have been making efforts to find answers to these questions. The present paper highlights some of the important issues involved in the management of organizational change, and identifies areas of gap in the change management literature which warrant further empirical and theoretical developments.

This article develops a formal theory of the structural aspects of organizational change. It concentrates on changes in an organization's architecture, depicted as a code system. It models the common process whereby an initial architectural change prompts other changes in the organization, generating a cascade of changes that represents the full reorganization. The main argument ties centrality of the organizational unit initiating a change to the total time that the organization spends reorganizing and to the associated opportunity costs. The central theorem holds that the expected deleterious effect of a change in architecture on the mortality hazard increases with viscosity and the intricacy of the organizational design.

This e-book is the second of two devoted to the topic of discourse and organizational change. The two e-books reflect a growing interest among researchers in examining the organizational discourse(s) that may be used to describe, analyse, theorise and enact the processes and practices that constitute organizational change. This turn to discourse is, the Guest Editors suggest, driven by a growing disillusionment with more mainstream theories and approaches to the study of change

The United States Internal Revenue Service introduced a multi-million dollar program to automate its operations in the early 1980s. This book describes a multidisciplinary study of the experiences of several thousand users in this program, based primarily on questionnaires, observation and interviews. The case study gives valuable guidance to managers and their consultants involved in planning introduction of new office technology, as well as providing more academic insights into aspects of human behaviour under changing working conditions