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Managing and Sustaining Radical Change

Managing and Sustaining Radical Change


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About the Book

Change is no longer an option for companies. Globalization, the rise of lower-cost economies, development of technology, privatization; these are all factors which make change an imperative. This work reveals the techniques and processes that separate the winners from the losers in the change game. International case studies include: Rolls Royce; Smithkline Beecham; Ericsson; and BP Exploration.

Table of Contents:
Part 1 The change-management imperative: the nature of change; triggers for corporate change; the response to change; the transformational imperative; change capabilities for tomorrow's company; the spectrum of change; the psychological and personal challenges of change; the failure factors; creating the conditions for success; competencies for successful change; case study. Part 2 Corporate culture, transformation and change: the features and dynamics of culture; the management of a complex process; corporate culture - facilitator or barrier?; evolved and designed cultures - the crucial difference; unblocking the existing culture; transforming culture - a change architecture; case study. Part 3 Techniques for tackling resistance to change: the middle management dilemma; techniques for surfacing the real issues; reward, recognition and personal development; changing mindsets, values and behaviour; the value of quick hits; case studies. Part 4 Change management roles and competencies: the CEO as a changemaster; communicate up, down and sideways; management roles and responsibilities; the role of change agents; leadership commitments at all levels; the HR role - developing change competencies; the continuing role of the CEO in sustaining the workforce's commitment; case study. Part 5 The role of organizational learning: creating an infrastructure for knowledge sharing; learning as a basic principle; capturing and managing the knowledge assets; creating a culture of learning by mistakes; obstacles to developing organizational learning; case study. Part 6 Policies, methods and systems for sustaining change: case study. Part 7 Setting goals and measures to drive change and manage the transformed business: customer satisfaction and external measures of performance; performance measurement and management frameworks; measuring employee satisfaction and performance; case study. Part 8 A change-management framework: the ODR philosophy key concepts and issues; building implementation architecture; implementation architecture in action.


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Product Details
  • ISBN-13: 9781898085263
  • Publisher: Business Intelligence
  • Publisher Imprint: Business Intelligence
  • Height: 300 mm
  • Returnable: N
  • ISBN-10: 1898085269
  • Publisher Date: 01 Mar 1997
  • Binding: Paperback
  • Language: English


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