Managing and Leading People through Organizational Change

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.

Auteur

Julie Hodges

Résumé
Organization Development (OD) is key to ensuring that organizations and their people can adapt to and engage in ongoing change in today's fast-paced and competitive world. How can those responsible for managing change determine the most appropriate course of action for their organization's needs and maximize capability? Written by two of the leading experts in the field, Organization Development is an essential guide to the theories, practices, tools and techniques for achieving success. It explores the role of HR in relation to OD, and connected areas such as organization design, building organizational agility and resilience, and culture change. Alongside international case studies from organizations including Ernst & Young, Nationwide, Lockheed Martin and the University of Sheffield, UK, this revised third edition of Organization Development contains new chapters on building an adaptive culture of learning and innovation and organization health and 'use of self'. With fresh material on digitization, OD in SMEs, and competence profiles, this is an indispensable handbook to understanding, communicating and implementing organization development approaches for both experienced practitioners and students.

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;