Managing and Leading People through Organizational Change

Equip yourself with the practical skills you need to manage people through the aspects of change and drive business performance with this evidence-based guide.

Change in organizations is all about people; it is people who plan, prepare for and implement change and who are affected by it in the daily course of their work. However, there is a tendency to focus on the more technical and quantifiable aspects of implementing organizational change programmes whilst ignoring the complex ways that these will impact individuals. Providing an evidence-based analysis of change in organizations, Managing and Leading People Through Organizational Change is written for senior practitioners responsible for change programmes and postgraduate students of organizational change. This updated edition demonstrates the importance of understanding the impact of developing technologies, including AI, as well as how best to implement sustainability and inclusion in the workplace. With new material on individual wellbeing and the impact of hybrid working, this book sets out frameworks, practical approaches and recommendations for communicating with and leading individuals, teams and organizations through change. Full of exercises, interviews and real-world examples from across the globe, this book is an essential resource for leaders and students enabling them to achieve sustainable benefits of change at work.

New to this edition: Explores the impact of technology, AI and managing a hybrid workplace with focuses on sustainability and inclusion

Auteur
Professor Julie Hodges is a leading international expert on change in organizations, particularly the role and impact of people during transformations. Before entering the academic world Julie worked as a business consultant for over 20 years in several profit and non-profit organizations, including PwC. At PwC Julie was responsible for organizational change and management development in a number of FTSE 100 companies. Julie has also worked with Vertex where she set up and led a commercial consultancy team. Her first role was with the British Council where she was the Development Consultant for East Asia. Julie has published in a number of international journals on change in organisations. She is the author of several books including 'Consultancy, Organizational Development and Change', and ' Managing and Leading People through Change' (Kogan Page). Julie is an Academic Fellow of the ICMCI (International Council of Management Consulting Institutes), a Principal Fellow of the Higher Education Academy, and a Senior Fellow of the Foundation for Management Education (FME). She is also a member of the editorial board of the 'Management Consulting' journal.

Contenu

• • Chapter - Chapter - 00: Introduction;
• Section - Section - PART ONE: The Nature and Context of Organizational Change
• • Chapter - Chapter - 01: Drives and Challenges of Change;
• Section - Section - PART TWO: Responses to change;
• • Chapter - Chapter - 02: The impact of change on emotions;
  • Chapter - Chapter - 03: Sense-making processes;
  • Chapter - Chapter - 04: Coping with complacency and opposition;
• Section - Section - PART THREE: The role of leaders and managers;
• • Chapter - Chapter - 05: Managing vs Leading Change: fostering a culture of adaptability;
  • Chapter - Chapter - 06: Fostering commitment and ownership;
  • Chapter - Chapter - 07: Engaging people through dialogue;
  • Chapter - Chapter - 08: Ensuring positive wellbeing;
• Section - Section - PART FOUR: Building Capabilities and Sustainability;
• • Chapter - Chapter - 09: Building capabilities for sustainable change;
  • Chapter - Chapter - 10: Embedding and sustaining change