Managing Change in Organizations

by Carnall, Colin A.

• ISBN13: 9780273657354
• ISBN10: 0273657356
• Edition: 4th
• Format: Paperback
• Copyright: 2002-11-01
• Publisher: Ft Pr

Summary

This new edition of Managing Change in Organisations by Colin Carnall offers a thorough, practical overview of how to achieve effective organisations. It is ideal for advanced undergraduates, postgraduate and MBA students on courses in managing change and organisational change. A strategic approach is taken throughout, outlining guidance and techniques for planning, implementing and reviewing and taking advantage of major organizational changes. This successful and popular text is particularly valued for the way it combines theory and practice in one volume to provide students with an invaluably comprehensive text.

Table of Contents

Preface	x
1 Strategic change: intellectual task or magic touch?	1	(10)
The profile of ambition	3	(2)
Implementation	5	(1)
Change architecture	6	(3)
Conclusion	9	(1)
Exercises	10	(1)
2 The transformation perspective	11	(27)
Introduction	11	(1)
New 'rules for the organizational game'	12	(3)
Changing organizations	15	(7)
Transforming the organization	22	(3)
The value-added organization	25	(10)
The network organization	35	(1)
Conclusion	36	(1)
Exercises	37	(1)
3 The strategic management of breakthrough change	38	(13)
Strategic management: the resource-based view	38	(3)
The level of ambition	41	(2)
Radical or transformational change	43	(6)
Summary	49	(1)
Exercises	50	(1)
4 Management structures and management in action	51	(28)
Introduction	51	(1)
Management structures and management in action	52	(5)
The entrepreneurial structure	52	(1)
The functional structure	53	(1)
The product structure	53	(1)
The divisional structure	54	(1)
The matrix structure	54	(1)
The federal structure	55	(1)
Management in action	55	(2)
The dilemmas of organization	57	(11)
Centralization versus decentralization	58	(2)
Global versus local	60	(1)
Efficiency versus effectiveness	61	(1)
Professionals versus line management	62	(2)
From control to commitment	64	(4)
Change versus stability	68	(1)
Leadership and 'excellence'	68	(9)
Strategy and structure	70	(6)
Managerial performance	76	(1)
Concluding comment: management in action again	77	(1)
Exercises	78	(1)
5 Organizations in the twenty-first century: the value-added organization	79	(13)
Changing the rules of the game	80	(1)
Techniques for a value-added organization	81	(10)
Step 1 A: Business performance metric	81	(3)
Step 1 B: Value-added organization metric	84	(2)
Step 2: Mapping the value flow	86	(2)
Step 3: The 'balanced scorecard'	88	(3)
Exercises	91	(1)
6 Sustaining organizational effectiveness	92	(30)
Blocks to problem solving and change	92	(7)
Perceptual blocks	93	(1)
Emotional blocks	93	(1)
Cultural blocks	94	(1)
Environmental blocks	95	(1)
Cognitive blocks	95	(1)
Working through the blocks	95	(1)
Limits to problem solving	96	(3)
Organizations and rationality	99	(10)
An example: organization and counter-rational behaviour	102	(7)
Contingency, choice and organizational environments	109	(9)
Organization design, resources and complexity	112	(3)
Criticisms of the contingency approach	115	(3)
The innovative organization	118	(3)
Concluding comment	121	(1)
Exercises	121	(1)
7 Managing complexity	122	(24)
Introduction	122	(3)
Managing change: core competencies	125	(1)
Decision making	125	(1)
Coalition building	125	(1)
Achieving action	126	(1)
Maintaining momentum and effort	126	(1)
Management styles for change	126	(2)
Agenda for implementing change	128	(1)
Corporate culture	129	(4)
Managing corporate politics	133	(1)
Corporate political tactics	134	(5)
Leadership and corporate politics	139	(1)
Coping with conflict	140	(5)
Some things that managers cannot do much about	140	(2)
Some things that managers can do	142	(1)
Some things that top managers can do	143	(1)
Top management actions to support the implementation of major change	144	(1)
Managing corporate politics	145	(1)
Exercises	145	(1)
8 Leadership in practice	146	(13)
Introduction	146	(1)
All things to all men!	147	(1)
Leadership, vision and strategy	148	(2)
Leaders and situations	150	(3)
The context of leadership	153	(2)
Managers and leadership	155	(2)
Leadership and 'human scale'	157	(1)
Exercises	158	(1)
9 The learning organization	159	(12)
Changing perceptions of organization	160	(3)
Disciplines for the learning organization	163	(2)
Convergence and the learning organization	165	(3)
Competence development in handling change	168	(1)
Conclusions	169	(1)
Exercises	170	(1)
10 Strategies for change	171	(15)
Introduction	171	(11)
Management performance and learning	182	(3)
Effective team work	182	(1)
Effective organizational structures and systems	182	(1)
Organizational change	183	(1)
Learning from changing	183	(2)
Managing the changing organization effectively	185	(1)
Exercises	185	(1)
11 Diagnosing change	186	(39)
Creating acceptance for change	186	(1)
Monitoring performance, measuring effectiveness	187	(1)
Efficiency and effectiveness	188	(3)
Techniques for assessment	191	(15)
Assessing organizational effectiveness: exercise	192	(10)
Organizational diagnosis questionnaire	202	(2)
Check-sheet	204	(2)
Understanding the 'human' dimension of change	206	(4)
The change equation	210	(11)
Authenticity in diagnosis	221	(3)
Concluding comment	224	(1)
Exercises	224	(1)
12 Managing major changes	225	(33)
Introduction	225	(1)
Managerial skills for effective organizational change	226	(11)
Managing transitions	227	(4)
Dealing with organizational culture: a major financial institution	231	(3)
The politics of organizational change	234	(2)
Managing change	236	(1)
Coping with organizational change	237	(3)
Rebuilding self-esteem	238	(2)
Coping with change	240	(2)
The coping cycle	242	(5)
Stage 1: Denial	243	(2)
Stage 2: Defence	245	(1)
Stage 3: Discarding	245	(1)
Stage 4: Adaptation	246	(1)
Stage 5: Internalization	246	(1)
Coping with the process of change	247	(6)
Coping with change: issues to be faced	247	(6)
Crafting change for the individual	253	(1)
Providing information	253	(2)
Give people time	255	(1)
Involving people	255	(2)
Advantages and disadvantages of involving people	255	(2)
Concluding comment	257	(1)
Exercises	257	(1)
13 Change architecture	258	(27)
Introduction	258	(9)
Cycles of change	259	(3)
Learning and change	262	(5)
Programmes of change	267	(10)
Learning	270	(7)
Change architecture: blocks	277	(6)
Exercises	283	(2)
14 learning from change	285	(13)
Introduction	285	(5)
Managing change for management development	290	(2)
The management of crisis and turnaround	292	(5)
Exercises	297	(1)
15 A strategy for effectiveness	298	(14)
Introduction	298	(1)
Force field analysis	298	(1)
The implementation exercise	299	(11)
Problems and solutions	299	(11)
Self-assessment for change	310	(1)
Exercises	311	(1)
16 Strategies for corporate transformation	312	(5)
Introduction	312	(1)
'Market-induced' change	312	(2)
Learning as a transformational resource	314	(1)
Strategy for corporate transformation	315	(1)
Exercises	316	(1)
References	317	(8)
Index	325