The Social Change Model for Systems (SCMS) is a robust system for facilitating organizational change. SCMS integrates technical and social controls to ensure organizational effectiveness. This book introduces SCMS as an alternative to traditional control systems, emphasizing the interplay between diagnostic and interactive social controls to shape organizational belief and boundary systems. SCMS promotes a structured, evidence-based method for assessing organizational climate, addressing challenges, incorporating social characteristics, and developing effective social strategies. The model highlights the importance of ongoing reassessment and iterative change management through frameworks such as Agile, ADKAR, and the Plan-Do-Study-Act cycle. Key benefits of SCMS include fostering trust, equity, and engagement; improving decision-making; and enhancing employee satisfaction. The study provides practical applications of SCMS through case studies, demonstrating SCMS's role in improving work unit climates and organizational performance. By bridging the gap between hierarchical control and methods that include employee input, SCMS provides a flexible, adaptive strategy for leaders and HR managers to implement sustainable organizational changes.
Reihe
Sprache
Verlagsort
Verlagsgruppe
Zielgruppe
Für Beruf und Forschung
Academic
Illustrationen
1 s/w Abbildung, 1 s/w Zeichnung, 16 s/w Tabellen
16 Tables, black and white; 1 Line drawings, black and white; 1 Illustrations, black and white
Maße
Höhe: 216 mm
Breite: 138 mm
ISBN-13
978-1-041-15982-7 (9781041159827)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Klassifikation
Joshua D. Burton is a Chief Financial Officer, Organizational Change Consultant, Credentialed Mediator, Researcher, Scholar, and Author. Joshua earned his bachelor's degree from the Colorado Technical University in Criminal Justice, his MBA master's degree from the Colorado Technical University in Mediation and Dispute Resolution, and his DM doctoral degree from the Colorado Technical University in Management with an emphasis on Organizational Change and Leadership.
Barbara Carter is a Professor at Colorado Technical University, teaching leadership and organizational development classes. Barbara serves on the dissertation committee for doctoral research at Colorado Technical University and presents at Doctoral Symposia. She is an experienced Instructional Designer with a demonstrated history of consulting and facilitating adult learning. Barbara completed a Doctor of Management with specialization in Organizational Development and Change from the Colorado Technical University.
Introduction Chapter 1: The Social Change Model for Systems Chapter 2: Assessing the Organizational Climate on a System Chapter 3: Identifying Challenges Chapter 4: Identifying Social Characteristics within the Challenges Chapter 5: Developing the Social Strategies Chapter 6: Implementing Social Strategies to Design and Change an Organizational System Chapter 7: Reassessing the Organizational Climate on a System Chapter 8: Monitoring Progress Chapter 9: Applying the Social Change Model for Systems through the Use of Case Studies Chapter 10: Summary
