Managing and Leading People through Organizational Change

Equip yourself with the practical skills you need to manage people through the emotional 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. Yet there is a tendency to focus on quantifiable and often more easily solved technical aspects of implementing organizational change programmes, and ignore 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 practitioners responsible for change programmes and postgraduate students of organizational change. This updated edition demonstrates the importance of understanding the effects of change on individuals and engaging them collaboratively through the transformation journey. Featuring new material on individual wellbeing and the impact of technological advances on the workplace, 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 case studies from across the globe, this book is an essential resource for leaders and students enabling them to achieve sustainable benefits of change at work.

Online resources: lecturer's slides and discussion points for each chapter

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 - 00: Introduction;
• Section - PART ONE: Understanding organizational change;
• • Chapter - 01: The context and nature of change;
• Section - PART TWO: Individual responses to change;
• • Chapter - 02: The impact of organizational change on emotions;
  • Chapter - 03: Individual sense-making processes;
• Section - PART THREE: The role of leaders and managers;
• • Chapter - 04: Leading people through change;
  • Chapter - 05: Fostering commitment and ownership;
  • Chapter - 06: Engaging people through dialogue;
  • Chapter - 07: Changing elements of the organization's culture;
• Section - PART FOUR: Building capabilities;
• • Chapter - 08: Building capabilities for sustaining change;
  • Chapter - 09: Sustaining change;
  • Chapter - 10: Glossary;
  • Chapter - 11: Index;