Organizational change impacts upon all organizations regardless of size and sector. In this unique organizational change textbook, important ongoing debates about managing change and leading change are combined, giving a broader perspective that encourages readers to engage with both management and leadership. In combination, management and leadership insights inform how organizations are changing and how we can make a positive difference in such processes of change. Managing and Leading Organizational Change speaks both to the applied and practical aspects of organizational change, as well as questioning the research and evidence base of organizational change practices. Chapters begin with real-world insights, followed by coverage of the major theories. The ongoing nature of these debates is signposted through the inclusion of questioning sections with research case studies showcased. This textbook will be particularly beneficial for final year undergraduates and postgraduates studying organizational change, strategic change, change management and change leadership modules.

Change in organizations is all about people: it is people who plan, prepare for and implement change, and who are affected by it in the daily course of their work. Yet there is a tendency to focus on quantifiable and often more easily solved technical aspects of implementing organizational change programmes, and ignore the complex ways that these will impact individuals. Providing an evidence-based analysis of change in organizations, Managing and Leading People Through Organizational Change is written for practitioners responsible for change programmes and postgraduate students of organizational change. This updated edition demonstrates the importance of understanding the effects of change on individuals and engaging them collaboratively through the transformation journey. Featuring new material on individual wellbeing and the impact of technological advances on the workplace, this book sets out frameworks, practical approaches and recommendations for communicating with and leading individuals, teams and organizations through change. Full of exercises, interviews and case studies from across the globe, this book is an essential resource for leaders and students enabling them to achieve sustainable benefits of change at work.

In a very understandable, practical, and accessible manner, this book applies recent groundbreaking findings from behavioral neuroscience to the most complex and vexing challenges in organizations today. In particular, it addresses managing large-scale organizational changes, such as mergers and acquisitions, providing lessons and tactics that can be usefully applied to in many different settings. In addition to discussing successful practices, it also identifies the reasons that most past comprehensive, long-term change projects have failed and unmasks the counterproductive effects of the typical evolutionary or emotion-based attempts to change group and individual behavior, using neuroscience as its principal tool.

This new change management textbook takes a unique approach, looking at change management from the perspective of change-agents who will be putting change into practice, and is full of rich case studies and activities.

The Second Edition of Leading Organizations offers an expanded focus on the fluid roles of leaders and participants (followers) and their mutual responsibility for organizational leadership. Like the first edition, this text contains chapters on implementing the organization's mission, structure, culture and strategy written by leading scholars in the fieild. New features include: - Strategic leadership - Virtual leadership - Leadership, organizational change, and conflict - Building a culture of leadership

Direct change expertly and lead your business to success Change is natural and good, but it can incite fear if not managed properly. Leading Business Change For Dummies arms mid- to senior-level managers with trusted guidance on leading, managing, responding to, and implementing change in the workplace. Packed with helpful advice and straightforward information, it gives you the skills needed to recognize the need for organizational change, deal with unexpected change, properly communicate a vision, prepare for structural change such as Mergers & Acquisitions, and address emotional responses to downsizing. Leading Business Change For Dummies serves as the ultimate roadmap for integrating and consolidating a multitude of personnel and organizational change initiatives. With tools for managing stress levels and advice on gathering and sharing information during times of transition, Leading Business Change For Dummies covers everything you need to know to achieve successful leadership in a challenging work environment. Sound, practical guidance on how to understand, lead, and manage change in the workplace Covers operational and cultural elements that can ultimately affect the success of a transaction over time Information and tips for implementing change in the workplace If you're one of the thousands of managers who face change every day, Leading Business Change For Dummies has you covered.

This textbook covers the fundamentals of organizational development and change (ODC) theory while offering a comprehensive, structured, and systematic approach to guide change management strategies at the organization level. It provides an in-depth understanding of and the tools necessary for designing, diagnosing, implementing and evaluating organizational change interventions. Students will be exposed to case studies in ODC from selected international and Caribbean/Latin American organizations, demonstrating ODC in practice across a broad geographical context. This textbook, the first to offer a macro-level perspective of ODC, provides students with the tools needed to be successful in implementing change into today's organizations.

Organizational change literature often focuses on the leaders role in giving sense to others of the need for change and there is a plethora of models and recipes on how to influence employees thinking about change, organizational design and performance. Notwithstanding this ready supply of advice, research has shown that up to 90% of change programs fail to deliver their expected outcomes. One of the reasons for this which has been neglected in the literature is that successful change in thinking starts with how leaders first make sense of the need for change and the challenges this poses to their own thinking. This book surfaces the elements behind leader sensemaking that add to or detract from their ability to critically question their current thinking. Leaders and interventionists have lacked practical and pragmatic advice on how to influence the process. This book is the culmination of 10 years of research spent working with leaders in organizations as they interpreted the need for change and made choices about engaging, or not, with transformational change methodologies. It reveals nine elements of sensemaking displayed by organizational leaders as they grapple with challenges to their current orthodoxies about how to lead and organize in times of change. The book shows the latest state of knowledge on the topic and will be of interest to researchers, academics, practitioners, and students in the fields of leadership, change, and organisational development.

Providing the Skills to Successfully Manage Change Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change, which recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts. The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices.

Leading Organizational Learning brings together today’s top thinkers in organizational learning—including Jon Katzenbach, Margaret J. Wheatley, Dave Ulrich, Calhoun W. Wick, Beverly Kaye, and other thought and industry leaders. This handbook helps business, government, and nonprofit leaders understand how to master learning and knowledge sharing within their organizations. This one-of-a-kind volume is filled with chapters that directly address the most current ideas, concepts, and practices on the topic of organizational learning. Acclaimed authors, world-renowned thought, global, and industry leaders, managing directors, and presidents of leading organizations have contributed their original essays to this provocative collection. Leading Organizational Learning Offers ten guidelines to help key employees and knowledge workers do a better job of influencing upper management Demonstrates the best way to move ideas through an organization Outlines the principles that facilitate knowledge management Explains how people learn on the job Discusses how larger organizations can leverage their “bigness” Proposes a method of knowledge mapping to effectively organize and use knowledge in decisionmaking Outlines the knowledge and attributes integral to the success of today’s executives Discusses passing knowledge from person to person Explains how consultants can help organizations develop ideas Debunks the myths and explores the realities of knowledge management