Exploring strategic change:
Gespeichert in:
| Beteiligte Personen: | , , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Harlow, England ; Munich [und weitere]
Pearson
2016
|
| Ausgabe: | Fourth edition |
| Schriftenreihe: | Always learning
|
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=028718272&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | xvi, 258 Seiten Illustrationen, Diagramme |
| ISBN: | 9780273778912 9780273778929 |
Internformat
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
Preface xiii
Acknowledgements xv
1 Exploring strategie change: an introduction 1
1.1 introduction 1
1.2 Structure of the book 2
1.3 The nature of strategic change 4
1.3.1 Patterns of strategic change 5
1.3.2 Organisations and strategic change 8
1.4 Context-specific change 11
1.5 Managerial capabilities for change agents 11
1.6 The transition state: designing context-sensitive
approaches to change 13
1.7 The transition state: design and management 16
1.8 Putting the jigsaw together - a change flow chart 17
Summary 18
Notes 18
Work assignments 20
2 Understanding implementation choices: the change path 21
2.1 Introduction 21
2.2 Different types of change 22
2.2.1 Types of change 23
2.2.2 End result of change 23
2.2.3 Nature of change 25
2.2.4 Differentiating between transformation and realignment 26
2.3 Realignment 30
2.3.1 Adaptation and reconstruction 30
2.4 Transformation 35
2.4.1 Evolution 35
2.4.2 Revolution 37
2.5 Paths of change 39
2.5.1 Reconstruction followed by evolution 39
2.5.2 Alternative change paths 44
2.5.3 Choosing a change path 45
vii
Contents
Summary
Notes
Work assignments
46
47
48
3 Understanding implementation choices:
the additional options to consider 50
3.1 Introduction 50
3.2 Change start-point 51
3.2.1 Top-down change 51
3.2.2 Bottom-up change 53
3.2.3 Pockets of good practice 54
3.2.4 Pilot sites 55
3.3 Change style 57
3.3.1 Education and delegation 58
3.3.2 Collaboration 60
3.3.3 Participation 62
3.3.4 Direction 63
3.3.5 Coercion 64
3.4 Change target 66
3.4.1 Outputs 66
3.4.2 Behaviours 67
3.4.3 Values 69
3.5 Change levers 71
3.6 Change roles 78
3.6.1 Change champion 79
3.6.2 External facilitation 81
3.6.3 Change action team 81
3.6.4 Functional delegation 81
Summary 82
Notes 83
Work assignments 84
Analysing the change context:
how context affects choice 85
4.1 Introduction 85
4.2 Time 87
4.2.1 Assessing time 88
4.2.2 Time and design choices 90
4.3 Scope 91
4.3.1 Assessing scope 92
4.3.2 Scope and design choices 93
Contents
4.4 Preservation 96
4.4.1 Assessing preservation 96
4.4.2 Preservation and design choices 99
4.5 Diversity 100
4.5.1 Assessing diversity 100
4.5.2 Diversity and design choices 103
4.6 Capability 105
4.6.1 Assessing capability 107
4.6.2 Capability and design choices 109
4.7 Capacity 110
4.7.1 Assessing capacity 111
4.7.2 Capacity and design choices 112
4.8 Readiness 114
4.8.1 Assessing readiness for change 114
4.8.2 Readiness and design choices 116
4.9 Power 119
4.9.1 Assessing power 119
4.9.2 Power and design choices 122
Summary 123
Notes 124
Work assignments 125
Case study 1 Merging to achieve change - Her Majesty s Revenue
and Customs (HMRC) 127
5 Designing the transition: the implementation path 137
5.1 Introduction 137
5.2 The future state - developing a vision 138
5.2.1 Vision statements 139
5.2.2 Alternative visions 140
5.2.3 Aligning actions and words: using the web to help
formulate a vision 143
5.3 Identifying barriers to change 144
5.4 Designing the transition state: the organisational level 145
5.5 Facilitating personal transitions: the individual level 147
5.5.1 The transition curve 148
5.6 Linking individual and organisational transitions 149
5.7 Mobilising for change 152
5.7.1 The change equation 154
5.7.2 Questioning and challenging of the status quo 155
5.7.3 Symbolic activity and breaks with the past 156
5.7.4 Communication, education and training 159
5.7.5 Earlier reconstruction or adaptation 162
IX
Contents
5.8 Designing and sequencing change levers 164
5.8.1 Four subsystems of change 164
5.9 Linking design of the transition state to design choices 167
Summary ^9
Notes ^
Work assignments ^ ^
6 Transition management: building enabling conditions
for change 172
6.1 Introduction I72
6.2 Enabling conditions for change 173
6.3 Senior executives 174
6.3.1 Reading and rewriting the context 174
6.3.2 Relational leadership for successful change 176
6.3.3 Building credibility 177
6.3.4 Leadership practices and successful change 179
6.4 Middle managers 180
6.4.1 Middle managers as change intermediaries 181
6.4.2 Middle managers: a two-headed Janus? 182
6.4.3 Middle manager skills 184
6.5 The role of human resource management: HR systems and processes,
organisation development and learning development 189
6.5.1 HR systems and processes 191
6.5.2 Recruitment and selection 193
6.5.3 Performance evaluation and rewards 193
6.5.4 Training and development 193
6.5.5 OD and L D professionals 195
Summary 19g
Notes 199
Work assignments 201
7 Transition management: employee engagement, trust,
justice and voice 202
7.1 Introduction 202
7.2 Organisational climate 203
7.3 Employee engagement 205
7.4 Trust 209
7.5 Employee voice 216
7.6 Organisational justice 217
7.7 Rethinking resistance 71Q
x
Contents
Summary 222
Notes 223
Work assignments 225
8 Concluding comments 226
8.1 Introduction 226
8.2 The persistent problem of change 226
8.3 Analysis and design: techniques and tools 227
8.4 The doing of change: techniques and tools 229
8.5 The practice of strategic change 231
8.5.1 A change flowchart: using context to inform choice 231
8.5.2 Dual role components 232
8.5.3 Reading and rewriting the context 232
8.5.4 Building a shared understanding of change 232
8.6 In conclusion 233
Case study 2 GlaxoSmithKline Pharma Greece 234
Index 247
XI
|
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| id | DE-604.BV043297300 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T17:33:08Z |
| institution | BVB |
| isbn | 9780273778912 9780273778929 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-028718272 |
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| physical | xvi, 258 Seiten Illustrationen, Diagramme |
| publishDate | 2016 |
| publishDateSearch | 2016 |
| publishDateSort | 2016 |
| publisher | Pearson |
| record_format | marc |
| series2 | Always learning |
| spellingShingle | Balogun, Julia ca. 20. / 21. Jh Hailey, Veronica Hope Gustafsson, Stefanie Exploring strategic change Includes bibliographical references and index Organizational change Strategic planning Organisationswandel (DE-588)4075693-2 gnd Unternehmen (DE-588)4061963-1 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd Change Management (DE-588)7606306-9 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4075693-2 (DE-588)4061963-1 (DE-588)4125011-4 (DE-588)7606306-9 (DE-588)4124261-0 |
| title | Exploring strategic change |
| title_auth | Exploring strategic change |
| title_exact_search | Exploring strategic change |
| title_full | Exploring strategic change Julia Balogun (University of Bath), Veronica Hope Hailey (University of Bath), Stefanie Gustafsson (University of Bath) |
| title_fullStr | Exploring strategic change Julia Balogun (University of Bath), Veronica Hope Hailey (University of Bath), Stefanie Gustafsson (University of Bath) |
| title_full_unstemmed | Exploring strategic change Julia Balogun (University of Bath), Veronica Hope Hailey (University of Bath), Stefanie Gustafsson (University of Bath) |
| title_short | Exploring strategic change |
| title_sort | exploring strategic change |
| topic | Organizational change Strategic planning Organisationswandel (DE-588)4075693-2 gnd Unternehmen (DE-588)4061963-1 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd Change Management (DE-588)7606306-9 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Organizational change Strategic planning Organisationswandel Unternehmen Unternehmensentwicklung Change Management Strategisches Management |
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