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Managing and Leading People Through Organizational Change

Book Description

A comprehensive guide to managing and leading people during organizational change, offering a global approach and focus on action, this text demonstrates the importance of the people element in sustaining change.

Table of Contents

  1. Cover
  2. Praise for <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="normal">Managing and Leading People through Organizational Change</span>
  3. Title Page
  4. Contents
  5. Introduction
  6. PART ONE Understanding organizational change
    1. 01    The context and nature of change
      1. Introduction
      2. Context
      3. Drivers of change
      4. Definitions
      5. The nature of change
      6. Recognizing the need for change
      7. Summary
      8. References
      9. Further reading
  7. PART TWO Individual responses to change
    1. 02    The impact of organizational change on emotions
      1. Introduction
      2. Emotions at work
      3. Definition of emotions
      4. Types of emotions during organizational change
      5. Impact of emotions on work performance
      6. Emotion perspectives
      7. Emotions and culture
      8. Suppressing and expressing emotions
      9. Emotional contagion
      10. Emotional balancing
      11. Emotional intelligence
      12. The role of emotions during organizational change
      13. Summary
      14. Implications for managers and leaders
      15. References
      16. Further reading
    2. 03    Individual sense-making processes
      1. Introduction
      2. Motivating people to change
      3. Resistance to change
      4. Perceptions of justice and fairness
      5. How change affects the psychological contract
      6. Building trust
      7. Helping people to make sense of change
      8. Summary
      9. Implications for managers and leaders
      10. References
      11. Further reading
  8. PART THREE The role of leaders and managers
    1. 04    Leading people through change
      1. Introduction
      2. Change management or change leadership
      3. The transformation of leadership
      4. Leadership enablers of change
      5. Power and politics
      6. Challenges of leading change
      7. Change and people-centred leadership
      8. Summary
      9. Implications for leaders for leading change
      10. References
      11. Further reading
    2. 05    Fostering commitment and ownership
      1. Introduction
      2. Change management
      3. How change is mismanaged
      4. The role of managers
      5. Managing people’s health and well-being
      6. Commitment or compliance
      7. Ownership of change
      8. Implementing change with impact
      9. Managing conflict
      10. Stakeholder analysis
      11. Impact analysis of change on people
      12. Summary
      13. Implications for managers in the change process
      14. References
      15. Further reading
      16. Appendix 5.1 – Change readiness assessment template
      17. Appendix 5.2 – Managing people through change: a checklist for managers
      18. Appendix 5.3 – Stakeholder management plan
    3. 06    Engaging people through dialogue
      1. Introduction
      2. Communicating change
      3. Addressing rumours
      4. The human dimension of communication
      5. The art of dialogue
      6. Using social media to communicate
      7. ZOUD – the zone of uncomfortable debate
      8. Summary
      9. Implications
      10. References
      11. Further reading
      12. Appendix 6.1 – Template for a stakeholder communication plan
    4. 07    Understanding and carrying out culture change
      1. Introduction
      2. Organizational culture
      3. The management of organizational culture
      4. Challenges of culture change
      5. Patterns breaks
      6. Creating a culture for change
      7. Delivering sustainable culture change
      8. Summary
      9. Implications for managers and leaders
      10. References
      11. Further reading
  9. PART FOUR Building capabilities
    1. 08    The role of HR in transitioning people through change
      1. Introduction
      2. The importance of HR during change
      3. The strategic role of HR
      4. Key HR activities
      5. Managing performance
      6. Working across global borders
      7. The role of HR during restructuring
      8. Retaining staff
      9. Employee assistance programmes (EAPs)
      10. Internal and external HR consultants
      11. The capability of HR for transformations
      12. Summary
      13. Implications for HR
      14. References
      15. Further reading
      16. Appendix 8.1 – Framework for initial discussions with HR about change
      17. Appendix 8.2 – Using external HR consultants
    2. 09    Building capabilities for change
      1. Introduction
      2. Learning and reflection
      3. Capabilities for change
      4. Resilience
      5. Intelligences for leading people through change
      6. Building capabilities
      7. Leadership development
      8. Summary
      9. Implications for leaders and managers
      10. Note
      11. References
      12. Further reading
      13. Appendix 9.1 – High-level training and development audit: training needs analysis template
      14. Appendix 9.2 – Structuring action-learning group meetings
  10. PART FIVE Ethics, sustainability and change
    1. 10    Sustaining change
      1. Introduction
      2. Ethical standards of behaviour
      3. Ethical aspects of managing change
      4. Ethical aspects of leading change
      5. The ethics of culture change
      6. Sustaining change
      7. Moving forward
      8. Summary
      9. Implications for managers and leaders
      10. References
      11. Further reading
  11. Glossary
  12. Index
  13. Copyright