The Easy Step by Step to Managing Change
Published on 30. March 2001
Book
Paperback/Softback
136 pages
978-0-9539856-0-9 (ISBN)
Description
A certainty in life is that things will change. Everything is changing, sometimes very slowly, sometimes quicker than people might like, sometimes bringing new enjoyable experiences and at other times those people might prefer to avoid. This is true for organizations more than ever before. While change may be certain, people's natural aversion to it creates conflicting pressures. Failure to recognise and address these conflicts is the main reason why change initiatives do not produce the gains, growth and security anticipated. This text is designed to help the reader understand what drives change in an organization, how to identify the "influencers" of change and get them on side, how to deal with negative reactions and how to create and implement an effective business plan for change.
More details
Series
Language
English
Place of publication
Hampshire
United Kingdom
Target group
Professional and scholarly
Illustrations
illustrations
Dimensions
Height: 216 mm
Width: 135 mm
ISBN-13
978-0-9539856-0-9 (9780953985609)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Person
After a 'first career' during which he held senior general management and executive positions in the engineering, manufacturing and financial services industries, in 1987 Brian became a freelance consultant working with large and small organisation performance through strategic change and training.
Content
About the author Introduction How to use this guide What this guide covers What you will learn from this guide Chapter 1 Why does change have to happen? Re-inventing the organisation Change over time In summary Chapter 2 Understanding the status quo Status quo in a period of change In summary Chapter 3 Drivers for change External pressures PEST analysis Poor performance Internal dissatisfaction In summary Chapter 4 Organisation barriers to change Unclear objectives Cascading objectives A balanced view of objectives Inappropriate structure Poor communications In summary Chapter 5 People barriers to change People perceptions Fear of the unknown Perceived benefits Parochialism Trust Dealing with people perceptions In summary Chapter 6 Analysing your organisation Characteristics of organisation culture Historical perspectives Control characteristics Communication systems Image People processes Influences of organisation culture In summary Chapter 7 Communicating change effectively Responsibility for effective communications Communication messages Communication processes Who needs to know? Getting the feedback Effective listening Functional or department blocks Getting confirmation In summary Chapter 8 Managing change initiatives Impact analysis Level of support Level of involvement In summary Chapter 9 Managing people through change People reactions to change In summary Chapter 10 Creating a business plan for change