دانلود کتاب Managing Organizational Change: A Multiple Perspectives Approach

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Tittle Contents Chapter One Introduction: Stories of Change Stories of Change A Hewlett-Packard Change Story: Managing a Merger An IBM Change Story: Transformational Change from Below and Above A Kodak Change Story: Provoking Reactions A McDonald’s Change Story: Responding to Pressure Drawing out the Change Issues and Where They Are Found in the Chapters That Follow Images of Managing Change Why Organizations Change Three What Changes in Organizations . . Chapter Four Diagnosis for Change Resistance to Change Implementing Change Eight Linking Vision and Change . . Chapter Nine Strategies and Skills for Communicating Change Consolidating Change Bringing It All Together: A Roadmap of the Book A Note on Chapter Formats Conclusion Bibliography Notes Chapter Two Images of Managing Change Images of Managing Change: Where They Come From Images of Managing Images of Change Outcomes Six Images of Managing Change Image 1: Change Manager as Director Image 2: Change Manager as Navigator Image 3: Change Manager as Caretaker Image 4: Change Manager as Coach Image 5: Change Manager as Interpreter Image 6: Change Manager as Nurturer Using the Six-Images Framework Three Key Uses of the Six-Images Framework Conclusion Supplemental Reading Case Study: Green Mountain Resort (Dis)solves the Turnover Problem Bibliography Notes Chapter Three Why Organizations Change Environmental Pressures for Change Fashion Pressures Mandated Pressures Geopolitical Pressures Market Decline Pressures Hypercompetition Pressures Reputation and Credibility Pressures Why Organizations May Not Change in the Face of External Environmental Pressures Organizational Learning versus Threat-Rigidity Environment as Objective Entity versus Environment as Cognitive Construction Forces for Change versus Forces for Stability Bridging (Adapting) versus Buffering (Shielding) Organizational Pressures for Change Growth Pressures Integration and Collaboration Pressures Identity Pressures New Broom Pressures Power and Political Pressures Conclusion Supplemental Reading Case Study: Chipping Away at Intel Bibliography Notes Chapter Four What Changes in Organizations Types of Changes Distinguishing between First-Order and Second-Order Changes First-Order, Adaptive Changes Second-Order, Transformational Change Beyond Either First-Order or Second-Order Change Rethinking Linear, Equilibrium Assumptions about Change Implications for Change Managers Types of Changes: Lessons from the Front Line Downsizing Technological Change Mergers and Acquisitions Revisiting Downsizing, Technological Change, and Mergers and Acquisitions: How Fast? Conclusion Supplemental Reading Case Study: Nestlé Bibliography Notes Chapter Five Diagnosis for Change Models: Why Bother? Modeling Organizations The Six-Box Organizational Model The 7-S Framework The Star Model The Congruence Model The Burke-Litwin Model The Four-Frame Model Diagnosis by Image Component Analysis The PESTEL Framework Scenario Analysis Gap Analysis The Elements of Strategy The Strategic Inventory Newsflash Exercise Cultural Web Structural Dilemmas The Boundaryless Organization Diagnosing Readiness to Change Stakeholder Analysis Force-Field Analysis Conclusion Supplemental Reading Case Study: Boeing Bibliography Notes Chapter Six Resistance to Change Support for Change Signs of Resistance to Change Why Do People Resist Change? Dislike of Change Discomfort with Uncertainty Perceived Negative Effect on Interests Attachment to the Established Organizational Culture/Identity Perceived Breach of Psychological Contract Lack of Conviction That Change Is Needed Lack of Clarity as to What Is Expected Belief That the Specific Change Being Proposed Is Inappropriate Belief That the Timing Is Wrong Excessive Change Cumulative Effect of Other Changes in One’s Life Perceived Clash with Ethics Reaction to the Experience of Previous Changes Disagreement with the Way the Change Is Being Managed Managers as Change Resistors Managing Resistance A “Situational” Approach The Resistance Cycle, aka “Let Nature Take Its Course” “Creative Counters” to Expressions of Resistance Thought Self-Leadership Tinkering, Kludging, and Pacing The “Power of Resistance” Conclusion Supplemental Reading Case Study: Problems at Perrier Bibliography Notes Chapter Seven Implementing Change: Organization Development, Appreciative Inquiry, Positive Organizational Scholarship, and Sense-Making Approaches Coach Image of Implementing Change: The Organization Development (OD), Appreciative Inquiry (AI), and Positive Organizational Scholarship (POS) Approaches Traditional OD Approach: Fundamental Values The OD Practitioner Criticisms of OD Current Relevance of OD’s Traditional Values Are OD Values Universal? Engaging in Large-Scale Change Appreciative Inquiry: From Problem Solving to (Building on) What Works Well The Emergence of Positive Organizational Scholarship (POS) Interpreter Image of Implementing Change: Sense-Making Approaches Conclusion Supplemental Reading Case Study: Change at DuPont Bibliography Notes Chapter Eight Implementing Change: Change Management, Contingency, and Processual Approaches Director Image of Managing Change: Change Management and Contingency Approaches Change Management Approaches Is Change Management Supplanting OD? OD–Change Management Debates Contingency Approaches Why Contingency Approaches Are Not Dominant Navigator Images of Managing Change: Processual Approaches What Does Managing Change Mean from a Processual Approach? Conclusion Supplemental Reading Case Study: The British Airways Swipe Card Debacle Bibliography Notes Chapter Nine Linking Vision and Change Content of Meaningful Visions Vision Attributes Beyond Bumper Sticker Visions? Visions as Stories Relationship of Vision to Mission and Goals Relationship of Vision to Market Strategy How Context Affects Vision Processes by Which Visions Emerge Crafting the Vision Questions That Help to Develop a Vision Connecting the Vision to the Organization’s Inner Voice When Visions Fail Adaptability of the Vision over Time Presence of Competing Visions Linking Vision to Change: Three Debates Does Vision Drive Change or Emerge during Change? Does Vision Help or Hinder Change? Is Vision an Attribute of Heroic Leaders or of Heroic Organizations? Conclusion Supplemental Reading Case Study: Role of Vision at Mentor Graphics Bibliography Notes Chapter Ten Strategies for Communicating Change The Communication Process Modeling the Communication Process Influence of Language, Power, Gender, and Emotion Strategies for Communicating Change Can You Communicate Too Much? Getting the Word out or Getting Buy-in? Beyond Spray and Pray Contingency Approaches to Communication Strategies Communication Media Media Richness Who Is Responsible for Communicating the Change? Tag Teams Conclusion Supplemental Reading Case Study: Cheryl Ways and Agilent Technology’s Layoffs Bibliography Notes Chapter Eleven Skills for Communicating Change Communication Skills for Engaging Others in the Change Process Listening as a Communication Skill Telling Stories Selling Change Upward Toxic Handlers Change Conversation Skills Talking in Stages Talking Coherently Aligning Your Language with the Desired Change Creating a Common Change Language Communicating Change with the Outside World Selling Internal Changes to External Stakeholders Crisis Management and Corporate Reputation Conclusion Supplemental Reading Case Study: Tyco Bibliography Notes Chapter Twelve Sustaining Change Sustained Change: What Are Its Signs? Actions to Sustain Change Redesign Roles Redesign Reward System Link Selection Decisions to Change Objectives Act Consistently with Advocated Actions Encourage “Voluntary Acts of Initiative” Measure Progress Celebrate “En Route” Fine-Tune Some Words of Caution Expect Some Unanticipated Outcomes Be Alert to Measurement Limitations Don’t “Declare Victory” Too Soon Beware Escalation of Commitment Recognize “Productive Failure” Conclusion Supplemental Reading Case Study: The Challenger and Columbia Shuttle Disasters Bibliography Notes Index