Making Sense of Change Management

A Complete Guide to the Models, Tools and Techniques of Organizational Change
4th Revised Auflage
ISBN: 978-0-7494-7258-0
Verlag: Kogan Page

Buch, Englisch, 464 Seiten, Format (B × H): 169 mm x 238 mm, Gewicht: 801 g

The definitive, bestselling text in the field of change management, Making Sense of Change Management provides a thorough overview of the subject for both students and professionals. Along with explaining the theory of change management, it comprehensively covers the models, tools, and techniques of successful change management so organizations can adapt to tough market conditions and succeed by changing their strategies, structures, boundaries, mindsets, leadership behaviours and of course their expectations of the people who work within them.

This completely revised and updated 4th edition of Making Sense of Change Management includes more international examples and case studies, emerging new thinking and practice in the area of cultural change and a new chapter on the interrelationship with project management (PM) and change management. It also covers complexity models, agile approaches, and stakeholder management along with cultural sensitivity and what to do when cultures collide. Making Sense of Change Management remains essential reading for anyone who is currently part of, or leading, a change initiative.

Online supporting resources include lecture slides, making this an ideal textbook for MBA or graduate students focusing on leading or managing change.

Autoren/Hrsg.

Cameron, Esther

Green, Mike

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Change Management
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien

Inhaltsverzeichnis

Chapter - 00: Introduction; Section - ONE: The underpinning theory; Chapter - 01: Individual change; Chapter - 02: Team change; Chapter - 03: Organizational change; Chapter - 04: Leading change; Chapter - 05: The change agent; Section - TWO: The applications; Chapter - 06: Restructuring; Chapter - 07: Mergers and acquisitions; Chapter - 08: Culture and change; Chapter - 09: Project- and Programme-led change; Section - THREE: Emerging inquiries; Chapter - 10: Complex change; Chapter - 11: Leading change in uncertain times

Über Autor(innen)

Green, Mike
Mike Green is the Managing Director of Transitional Space, a consultancy firm that specializes in change management, leadership development and individual and team coaching. He is a Visiting Executive Fellow at Henley Business School and also delivers accredited programmes in change management to senior managers and change agents in the UK, Africa and the Middle East.

Cameron, Esther
Esther Cameron is the Founder of Cameron Change, a consultancy that helps leaders and their teams shift their working paradigms to healthier, regenerative and dynamic practices to deal with change.

Throughout her career, she has supported clients including Shell, Tata Steel, Canaccord Genuity and several British government departments.

Esther Cameron is a founding director of Integral Change Consulting Ltd, where she specializes in complex organizational change projects. Previously a lecturer in Change Management for the University of Bristol, she has been collecting and experimenting with approaches to change across different levels of organizational systems around the world for over 25 years.

Mike Green is director of Transitional Space Ltd, a company dedicated to individual, team and organizational development across the public, private and not-for-profit sectors. He is a Visiting Fellow at Henley Business School, where he tutors and coaches in leadership and change. Mike also delivers bespoke and accredited learning programmes in change management to senior managers and change agents around the world.