Making Sense of Change Assignment
Order ID 53563633773 Type Essay Writer Level Masters Style APA Sources/References 4 Perfect Number of Pages to Order 5-10 Pages Description/Paper Instructions
Making Sense of Change Assignment
MANAGEMENT
London and Philadelphia
2nd edition
Publisher ’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and authors cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the mate- rial in this publication can be accepted by the editor, the publisher or any of the authors.
First published in Great Britain and the United States in 2004 by Kogan Page Limited Reprinted 2004 (twice), 2005, 2006, 2007 (three times) Second edition 2009
Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accor- dance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses:
120 Pentonville Road 525 South 4th Street, #241 London N1 9JN Philadelphia PA 19147 United Kingdom USA www.koganpage.com
© Esther Cameron and Mike Green, 2004, 2009
The right of Esther Cameron and Mike Green to be identified as the authors of this work has been asserted by them in accordance with the Copyright, Designs and Patents Act 1988.
ISBN 978 0 7494 5310 7
British Library Cataloguing-in-Publication Data
A CIP record for this book is available from the British Library.
Library of Congress Cataloging-in-Publication Data
Cameron, Esther. Making sense of change management : a complete guide to the models, tools and
techniques of organizational change / Esther Cameron and Mike Green. — 2nd ed. p. cm.
Includes bibliographical references and index. ISBN 978-0-7494-5310-7
- Organizational change–Management. 2. Teams in the workplace–Management. 3. Reengineering (Management) 4. Information technology–Management. I. Green, Mike, 1959- II. Title.
HD58.8.C317 2008 658.4�06–dc22
2008034689
Typeset by Saxon Graphics Ltd, Derby Printed and bound in India by Replika Press Pvt Ltd
vii
Contents
Acknowledgements x
Introduction 1 Who this book is aimed at 2; The basic content of the book 3; Why explore different approaches to change? 3; Overview of structure 7; Message to readers 8
PART ONE: THE UNDERPINNING THEORY 9
1 Individual change 12 Introduction 12; Learning and the process of change 14; The behavioural approach to change 19; The cognitive approach to change 25; The psychodynamic approach to change 32; The humanistic psychology approach to change 40; Personality and change 50; Managing change in self and others 53; Summary and conclusions 60
2 Team change 62 Introduction 62; What is a group and when is it a team? 63; Why we need teams 65; The types of organizational teams 66; How to improve team effectiveness 74; What team change looks like 78; The leadership issues in team change 82; How individuals affect team dynamics 86; How well teams initiate and adapt to organizational change 91; Summary and conclusions 95
3 Organizational change 97 How organizations really work 98; Models of and approaches to organizational change 109; Summary and conclusions 134
4 Leading change 138 Introduction 138; Visionary leadership 142; Roles that leaders play 153; Leadership styles and skills 159; Different leadership for different phases of change 166; The importance of self-knowledge and inner resources 173; Summary and conclusions 178
PART TWO: THE APPLICATIONS 181 Strategic change process 182; Overview of structure 182
5 Restructuring 187 Reasons for restructuring 189; The restructuring process 190; Restructuring from an individual change perspective: the special case of redundancy 209; Enabling teams to address organizational change 214; Conclusion 221
6 Mergers and acquisitions 222 The purpose of merger and acquisition activity 223; Lessons from research into successful and unsuccessful mergers and acquisitions 228; Applying the change theory: guidelines for leaders 242; Summary 253
Contents
viii
7 Cultural change 255 Guidelines for achieving successful cultural change 259; Case study one: aligning the organization 262; Case study two: rebranding the organization 268; Case study three: creating an employer brand 275
8 IT-based process change 281 Strategy and IT 284; The role of IT management 287; The need for IT change managers 292; Achieving process change 296; Changing the information culture 303; New rules for a new age 305; Summary and conclusions 306
PART THREE: EMERGING INQUIRIES 309
9 Complex change 310 Introduction 310; When is change complex? 311; Understanding how complexity science applies to organizational change 312; Tools that support complex change 321; The role of leaders in complex change 327; Summary and conclusions 330
10 The right way to manage change? 331 Introduction 331; What the research says 332; Different approaches to getting ready for change 338; Leading change 343; How do you know whether change is working? 345; Summary and conclusions 349
Conclusion 351 The importance of peripheral vision 351; Finding the space to reflect 352; How to get in touch with the authors of this book 353
References 354 Index 363
Contents
ix
Acknowledgements
We want to start by acknowledging the many people in organizations with whom we have worked over the years. You are all in here in some shape or form! We have worked with many generous, courageous and inspiring managers of change who we thank for the privilege of working alongside them to make real change happen. Without these experiences the book would be a dry catalogue of theory, devoid of life and character.
Then of course there are our colleagues who challenge and support us every day as we reflect on our work, and make decisions about what to do next. Particular thanks go from Mike to Andy Holder, Mhairi Cameron, Philip Darley and Tim Hockridge, who probably do not know how much they are appreciated, and to colleagues and MBA students at Henley Management College for a never-ending supply of ideas and challenges. Esther wants to specially acknowledge Anne-Marie Saunders and Alex Clark for their wisdom, humour and friendship, and their generosity in sharing their expertise. Many of their ideas and thoughts are embedded in this book. Also, thanks go to Esther ’s learning set who have been a source of strength throughout the last few years, and who really boosted the leadership chapter in particular. Thanks too to Bill Critchley for his ideas on linking metaphor and change, which form the bedrock of the organizational change chapter.
x
Really special thanks go to Ailsa Cameron for her wonderful pictures, which soften the pages so beautifully.
We also want to thank from the bottom of our hearts the hard-working reviewers who squeezed the time out of their busy agendas to read draft versions of these chapters. Special thanks go to Louise Overy, Steve Summers, Duncan Cameron, Mervyn Smallwood, Peter Hyson and Richard Lacey for their timely and thoughtful suggestions throughout the iterative process of writing the book.
Our families have helped too by being very patient and supportive. So love and thanks to Jane, Lewin, Oliver and Brigit. Love, and thanks too to Duncan, Ailsa, Ewan and Katka.
We also want to thank each other. We have learnt a lot from this rich and sometimes rocky process of writing a book together. We do not always see things the same way, and we do not work from an identical set of assumptions about change, so the book is the culmination of much healthy airing of views. Let’s hope we are still writing, talking and enjoying each other ’s company many years from now.
Note: The Myers-Briggs Type Indicator™ and MBTI™ are registered trade- marks of Consulting Psychologists Press. Anyone interested in knowing more about Myers-Briggs should contact Consulting Psychologists Press in the US (800-624-1765) and OPP in the UK (08708 728 727).
Acknowledgements
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