TY  - GEN
AU  - McCalman, James
AU  - Paton, Robert A.
AU  - Siebert, Sabina.
TI  - Change management : : a guide to effective implementation 
SN  - 9781446274118
PY  - 2016///
CY  - Los Angeles
PB  - SAGE
KW  - Organizational change
N1  - Includes bibliographical references and index; Part 1: The impact and definition of change -- Introducing change management -- The importance of change -- The imperative of change -- The impact of change -- Change and transition management -- Outline of the book -- The manager and the objective outsider -- Change and the manager -- The change agent or master -- The objective outsider -- What type of change agent is required? -- The internal change agent: pros and cons? -- The golden rules -- The change agent's approach to change -- Summary -- Points for discussion -- Recommended reading -- Cultural attributes of change -- A 3-dimensional view of culture -- Developing cultural building blocks -- The cultural web -- Culture and change -- Summary -- Recommended reading -- Leading change -- What is leadership? -- Change leader or leaders: the cast of characters -- Part 2: Implementation and evaluation of change -- The nature of change -- The role and selection of the problem owner -- Locating change on the change on the spectrum -- The TROPICS test -- Force field analysis: a positioning tool -- Success guarantors: commitment, involvement and a shared perception -- Managing the triggers -- Summary -- Points for discussion -- Recommended reading -- Mapping change -- The role of diagramming in systems investigation -- A review of basic flow diagramming techniques -- Systems relationships: the key to success -- Systems diagramming -- Systems mapping -- Influence charts -- Multiple cause diagrams -- A multi-disciplinary approach -- Recommended reading -- Intervention strategies -- What is a system? -- Systems autonomy and behaviour -- The intervention strategy -- The three phases of intervention -- The intervention strategy model (ISM) -- The stages of ISM -- The 'quick and dirty' analysis -- The iterative nature of the model -- Living with reality -- Summary -- Points for discussion -- Recommended reading -- Total project management -- The value of total project management -- Complex projects - Total project management -- Administrative and organizational points -- Organizational development and design: their role in systems interventions -- Summary -- Points for discussion -- Recommended reading -- People management -- Why manage people? -- We have met the enemy; it is us -- The models we use are too limiting -- Out organizations have no purpose -- Managers lack the resolution to delegate -- Organizations have no values -- Summary -- Recommended reading -- Organization development -- The concept of design in organizations -- Sorry, there are no route maps -- Where does organization development come from? -- McGregor and the Human Side of Enterprise -- The Tavistock institute and socio-technical systems -- Motivation of the individual -- Job and work design -- Interpersonal relations -- Participative management -- The organization development model: how do organizations develop effectively? -- The organization development process -- The organizational development matrix -- Phases of an OD intervention -- Guiding values and philosophy -- Summary -- Recommended reading -- Part 3: Change management - a critical perspective -- Competing narratives -- Managing outcomes -- Competing narratives: what are they? -- Multiple subjective narratives -- An interactive view of change -- Reporting the case of the competing narrative -- Summary -- Points for discussion - Recommended reading -- Organizational politics and change -- Defining organizational politics -- Why do people engage in politics? -- But is it ethical? -- Uneasy bedfellows? -- Applying ethics to turf game tactics - points and counterpoints -- The politics of change - some case study evidence -- Summary -- Recommended reading -- The future of change - Dealing with the future -- Ten key factors in effective change management
N2  - Now a classic in its field, the fourth edition of Change Management: a guide to effective implementation continues to offer readers highly practical strategies and step-by-step guidance for applying different models of change in different organizational scenarios. New to the Fourth Edition: *A third expert author, Sabina Siebert, bringing a background in sociology and cultural studies *An improved structure that consolidates all the existing strengths of the previous editions and separates the book into three parts, beginning with chapters assessing 'The Impact and Definition of Change', 'Implementation and Evaluation of Change' and ending with a critical outlook in 'Change Management - A Critical Perspective' *A wealth of new and richly detailed case studies with an international and cross-cultural scope that draw upon different organization types, environments and perspectives for a diverse and global understanding of the current field of change management *Two additional chapters on leading change and organisational culture, offering unparalleled coverage of managing systems and processes, combined with increased emphasis on managing human issues
ER  -