Managing and sustaining radical change a study of best practice and methods for managing ; the human dimension of major business projects
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| Format: | Buch |
| Sprache: | English |
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London
Business Intelligence
1997
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| 245 | 1 | 0 | |a Managing and sustaining radical change |b a study of best practice and methods for managing ; the human dimension of major business projects |c Carol Kennedy ; David Harvey |
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Datensatz im Suchindex
| _version_ | 1819755999198707712 |
|---|---|
| adam_text | CONTENTS
Preface jv
1 THE CHANGE MANAGEMENT IMPERATIVE 1
Summary 1
Introduction 2
The nature of change 4
Triggers for corporate change 6
The response to change 10
The transformational imperative 12
Change capabilities for tomorrow s company 13
The spectrum of change 14
The psychological and personal challenge of change 15
The failure factors 16
Creating the conditions for success 21
Competencies for successful change 21
Case study: SmithKline Beecham 24
2 CORPORATE CULTURE, TRANSFORMATION
AND CHANGE 37
Summary 37
Introduction 38
The features and dynamics of culture 38
The management of a complex process 39
Corporate culture — facilitator or barrier 40
Evolved and designed cultures: the crucial difference 43
Unblocking the existing culture 45
Transforming culture: a change architecture 46
Case study: Siemens Nixdorf 52
3 TECHNIQUES FOR TACKLING RESISTANCE
TO CHANGE 61
Summary 61
Introduction 62
The middle management dilemma 62
Techniques for surfacing the real issues 67
© Business Intelligence 1997 V
Reward, recognition and personal development 69
Changing mindsets, values and behaviour 72
The value of quick hits 74
Case study: Ericsson UK 76
Case study: Rolls Royce Motor Cars 90
4 CHANGE MANAGEMENT ROLES AND
COMPETENCIES 105
Summary 105
Introduction 106
The CEO as changemaster 107
Communicate up, down and sideways 108
Management roles and responsibilities 110
The role of change agents 115
Leadership commitments at all levels 116
The HR role: developing change competencies 120
The continuing role of the CEO in sustaining the workforce s commitment 123
Case study: General Electric 125
5 THE ROLE OF ORGANISATIONAL LEARNING 135
Summary 135
Introduction 136
Creating an infrastructure for knowledge sharing 140
Learning as a basic principle 140
Capturing and managing the knowledge assets 142
Creating a culture of learning by mistakes 143
Obstacles to developing organisational learning 150
Case study: British Airways 153
6 POLICIES, METHODS AND SYSTEMS FOR
SUSTAINING CHANGE 167
Summary 167
Introduction 168
Case study: Sun Microsystems 180
vi
© Business Intelligence 1997
7 SETTING GOALS AND MEASURES TO DRIVE
CHANGE AND MANAGE THE
TRANSFORMED BUSINESS 189
Summary 189
Introduction 190
Customer satisfaction and external measures of performance 190
Performance measurement and management frameworks 192
Measuring employee satisfaction and performance 209
Case study: BP Exploration (BPX) 215
8 A CHANGE MANAGEMENT FRAMEWORK 225
Summary 225
Introduction 226
The ODR philosophy: key concepts and issues 226
Building implementation architecture 231
Implementation architecture in action 232
REFERENCES 245
APPENDIX: DIRECTORY OF CONSULTANTS 249
INDEX 269
© Business Intelligence 1997 v11
|
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| author | Kennedy, Carol Harvey, David |
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| dewey-search | 658.4063 |
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| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Book |
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| indexdate | 2024-12-23T15:21:28Z |
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| isbn | 1898085269 |
| language | English |
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| spellingShingle | Kennedy, Carol Harvey, David Managing and sustaining radical change a study of best practice and methods for managing ; the human dimension of major business projects Management, administration, and business studies sigle Industrial management Organizational change Personnel management |
| title | Managing and sustaining radical change a study of best practice and methods for managing ; the human dimension of major business projects |
| title_auth | Managing and sustaining radical change a study of best practice and methods for managing ; the human dimension of major business projects |
| title_exact_search | Managing and sustaining radical change a study of best practice and methods for managing ; the human dimension of major business projects |
| title_full | Managing and sustaining radical change a study of best practice and methods for managing ; the human dimension of major business projects Carol Kennedy ; David Harvey |
| title_fullStr | Managing and sustaining radical change a study of best practice and methods for managing ; the human dimension of major business projects Carol Kennedy ; David Harvey |
| title_full_unstemmed | Managing and sustaining radical change a study of best practice and methods for managing ; the human dimension of major business projects Carol Kennedy ; David Harvey |
| title_short | Managing and sustaining radical change |
| title_sort | managing and sustaining radical change a study of best practice and methods for managing the human dimension of major business projects |
| title_sub | a study of best practice and methods for managing ; the human dimension of major business projects |
| topic | Management, administration, and business studies sigle Industrial management Organizational change Personnel management |
| topic_facet | Management, administration, and business studies Industrial management Organizational change Personnel management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008922421&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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