cameron and green making-sense-of-change-management

Recommendations

Info

RestructuringCONCLUSIONRestructuring is an ever-present phenomenon in today’s organizations,and the process itself can be deeply unrewarding for those who initiateand those who experience it. We have drawn together ideas in Table 5.4,from both a task and a people perspective, which will increase thechances of achieving a smoother journey. However it must be emphasizedthat turbulence is one thing you will not avoid. How you manage itwill be the test of how well you can lead change.221
6Mergers and acquisitionsThis chapter addresses the specific change scenario of tackling a mergeror an acquisition. We pose the following questions:• Why do organizations get involved in mergers and acquisitions? Arethere different aims, and therefore different tactics involved in makingthis type of activity work?• Merger and acquisition activity hasbeen very high over the last 15years, and at a global scale. We musthave learnt something from all thisactivity. What are the conclusions?• Can the theory of change in individuals,groups and organizations beused to increase the success rate ofmergers and acquisitions, and if so,how can it be applied?222
Page 4:
MAKINGSENSE OFCHANGEMANAGEMENTiii
Page 7 and 8:
Publisher’s noteEvery possible ef
Page 9 and 10:
Contents2 Team change 62Introductio
Page 11 and 12:
AcknowledgementsWe want to start by
Page 13 and 14:
xiiTHIS PAGE IS INTENTIONALLY LEFT
Page 15 and 16:
Making sense of change managementne
Page 18:
Introductiondiscarding those you do
Page 21 and 22:
Making sense of change managementma
Page 23 and 24:
The underpinning theoryWe divided t
Page 25 and 26:
1Individual changeINTRODUCTIONThis
Page 27 and 28:
The underpinning theoryBehaviouralC
Page 29 and 30:
The underpinning theoryConscious an
Page 31 and 32:
The underpinning theorybehaviour’
Page 33 and 34:
The underpinning theoryway they beh
Page 35 and 36:
The underpinning theoryReinforcemen
Page 37 and 38:
The underpinning theoryclose superv
Page 39 and 40:
The underpinning theoryMuch groundb
Page 41 and 42:
The underpinning theoryHowever, res
Page 43 and 44:
The underpinning theoryand what wou
Page 45 and 46:
The underpinning theoryTHE PSYCHODY
Page 47 and 48:
The underpinning theorykicks in. Ho
Page 49 and 50:
The underpinning theoryVirginia Sat
Page 52 and 53:
Individual changeOld status quoFore
Page 54 and 55:
Individual changeTable 1.4The psych
Page 58 and 59:
Individual changeare going on insid
Page 60 and 61:
Individual change• Given this fac
Page 62 and 63:
Individual changeAlthough your awar
Page 64 and 65:
The most effective tool for identif
Page 66 and 67:
Individual changeTable 1.5Myers-Bri
Page 68 and 69:
Individual change• The consequenc
Page 70 and 71:
Individual change• Fear of punish
Page 72 and 73:
Individual changeTable 1.6Behaviour
Page 74 and 75:
Individual change• There are four
Page 76 and 77:
Team changedevelop strategies for m
Page 78 and 79:
The team members work together on c
Page 80 and 81:
Team changeTable 2.2Types of teamTe
Page 82 and 83:
Team changeis responsible for deliv
Page 84 and 85:
Team changeMatrix teamMatrix teams
Page 86 and 87:
Team changeThe senior management te
Page 88 and 89:
Team changeTeam rolesThe best way f
Page 90 and 91:
Table 2.3Effective and ineffective
Page 92 and 93:
Table 2.4Key attributes in the stag
Page 94 and 95:
Team change• How can we achieve o
Page 96 and 97:
Team changeusually some highly indi
Page 98 and 99:
Team changeleader to encourage the
Page 100 and 101:
Team changeit comes to change, peop
Page 102 and 103:
Team changeTable 2.5Complementarity
Page 104 and 105:
STOP AND THINK!Q 2.8Q 2.9What team
Page 106 and 107:
Table 2.7Teams going through change
Page 108 and 109:
Team changeSUMMARY AND CONCLUSIONS
Page 110 and 111:
3Organizational changeThis chapter
Page 112 and 113:
Organizational changeMorgan identif
Page 114 and 115:
Organizational change• each indiv
Page 116 and 117:
Organizations as organismsOrganizat
Page 118 and 119:
This metaphor is the only one thatb
Page 120 and 121:
Organizational changeTable 3.1conti
Page 122 and 123:
MODELS OF AND APPROACHES TOORGANIZA
Page 124 and 125:
Organizational changedefining the c
Page 126 and 127:
Organizational changegroups of peop
Page 128 and 129:
Organizational changeKOTTER’S EIG
Page 130 and 131:
Organizational changeC = [ABD] > XC
Page 132 and 133:
Organizational change• practical
Page 134 and 135:
Organizational changeThis model pro
Page 136 and 137:
William Bridges, managing the trans
Page 138 and 139:
Organizational changeNew beginningB
Page 140 and 141:
Organizational change• managing t
Page 142 and 143:
Organizational changeSenge et al sa
Page 144 and 145:
Organizational change• ‘We keep
Page 146 and 147:
Organizational changeno use at all.
Page 148 and 149:
Organizational change• There are
Page 150 and 151:
STOP AND THINK!Q 3.7Q 3.8Q 3.9Organ
Page 152 and 153:
Leading change• different leaders
Page 154 and 155:
Leading changethe harsh reality of
Page 156 and 157:
Leading changevisionary leadership
Page 158 and 159:
Leading changeVISIONARY LEADERSHIPW
Page 160 and 161:
Leading changeBass: proof that visi
Page 162 and 163:
Leading changeHeifetz and Laurie: v
Page 164 and 165:
Leading changeAs we write this book
Page 166 and 167:
Leading changeROLES THAT LEADERS PL
Page 168 and 169:
Leading changeDifferent types of le
Page 170 and 171:
Leading changeTable 4.4Roles in a c
Page 172 and 173:
STOP AND THINK!Q 4.5Leading changeU
Page 174 and 175:
Leading changeTHE COERCIVE-AFFILIAT
Page 176 and 177:
Goleman: the importance of emotiona
Page 178 and 179:
Leading changea leader, the chance
Page 180 and 181:
Leading changeTable 4.6Leadership o
Page 182 and 183:
Leading changeRosabeth Moss Kanter:
Page 184 and 185: Leading changeLeadership for the en
Page 186 and 187: Leading change• Help people to di
Page 188 and 189: Leading changeTable 4.8Development
Page 190 and 191: Leading change• Habit 4: Think wi
Page 192 and 193: Leading change• Inner leadership
Page 194 and 195: Part TwoThe applicationsStrategy is
Page 196 and 197: The applicationsInternal and/or ext
Page 198 and 199: The applicationstackle cultural cha
Page 200 and 201: 5RestructuringWe trained hard. But
Page 202 and 203: Restructuring[W]hen DuPont announce
Page 204 and 205: RestructuringThis leads to the foll
Page 206 and 207: Restructuringmade very clear. Secon
Page 208 and 209: RestructuringNew working relationsh
Page 210 and 211: RestructuringRISKS OF NEW STRUCTURE
Page 212 and 213: Advantages Enables the Controlled b
Page 214 and 215: RestructuringLearning from previous
Page 216 and 217: Project planning and project implem
Page 218 and 219: RestructuringFuture direction and s
Page 220 and 221: RestructuringTo prevent the rumour
Page 222 and 223: Restructuringorganizations are not
Page 224 and 225: RestructuringTable 5.3Disclosed and
Page 226 and 227: Restructuringregaining their self-w
Page 228 and 229: RestructuringTeams need to develop
Page 230 and 231: Team relations Highlight the need f
Page 232 and 233: Inter-team Review level of Review l
Page 236 and 237: Mergers and acquisitionsThe chapter
Page 238 and 239: Mergers and acquisitions• cost re
Page 240 and 241: Mergers and acquisitionsTable 6.1Co
Page 242 and 243: Mergers and acquisitionsSelden and
Page 244 and 245: Mergers and acquisitions• company
Page 246 and 247: Mergers and acquisitionsGet the str
Page 248 and 249: Mergers and acquisitionsside of the
Page 250 and 251: Mergers and acquisitionsNew culture
Page 252 and 253: Mergers and acquisitionsKeep custom
Page 254 and 255: Mergers and acquisitionsUse a clear
Page 256 and 257: their personal style, personal hist
Page 258 and 259: Mergers and acquisitionsStageTable
Page 260 and 261: Mergers and acquisitionsTable 6.4Ho
Page 262 and 263: Mergers and acquisitions• Get inf
Page 264 and 265: Mergers and acquisitionsguide the i
Page 266 and 267: Mergers and acquisitionsSUMMARYTher
Page 268 and 269: 7Cultural changeIf you were asked t
Page 270 and 271: Cultural change• a guided evoluti
Page 272 and 273: GUIDELINES FOR ACHIEVING SUCCESSFUL
Page 274 and 275: Cultural changeAct as role modelsMa
Page 276 and 277: Cultural changedo these changes hav
Page 278 and 279: Clarity and impact of core values a
Page 280 and 281: experiment with a development proce
Page 282 and 283: Cultural change• Breaking the mou
Page 284 and 285:
Cultural changeHighShow it to me!Pr
Page 286 and 287:
Gaining commitmentCultural changeIt
Page 288 and 289:
Cultural changeSupporting individua
Page 290 and 291:
Cultural changeThe concept of the b
Page 292 and 293:
Cultural changeValue: learningBehav
Page 294 and 295:
8IT-based process changeIT has beco
Page 296 and 297:
IT-based process change• enable c
Page 298 and 299:
IT-based process changegauge how mu
Page 300 and 301:
IT-based process changeThe IS manag
Page 302 and 303:
IT-based process change• Process
Page 304 and 305:
IT-based process change• External
Page 306 and 307:
The emergence of rapid development
Page 308 and 309:
IT-based process changeWhat skills
Page 310 and 311:
IT-based process changeAN EXAMPLE O
Page 312 and 313:
IT-based process changeprocesses, w
Page 314 and 315:
IT-based process changeStep oneStep
Page 316 and 317:
IT-based process changeCHANGING THE
Page 318 and 319:
IT-based process change• Since pe
Page 320 and 321:
IT-based process changedecision-mak
Page 322 and 323:
Part ThreeEmerging inquiriesYou can
Page 324 and 325:
Complex change• when is change co
Page 326 and 327:
Complex change• the system is non
Page 328 and 329:
There are some important principles
Page 330 and 331:
Complex changethis thinking to larg
Page 332 and 333:
Complex changeemerges, that is, the
Page 334 and 335:
Complex changeFeedbackOne of the ch
Page 336 and 337:
Complex changethese ideas and pract
Page 338 and 339:
Complex changeare not really what m
Page 340 and 341:
Complex changeThe final stage invol
Page 342 and 343:
on ordinary conversation that sits
Page 344 and 345:
10The right way to managechange?INT
Page 346 and 347:
Miller (2002) summarized the findin
Page 348 and 349:
in the change and also their line m
Page 350 and 351:
The right way to manage change?Unde
Page 352 and 353:
The right way to manage change?100
Page 354 and 355:
The right way to manage change?Ther
Page 356 and 357:
LEADING CHANGEThe right way to mana
Page 358 and 359:
The right way to manage change?•
Page 360 and 361:
The right way to manage change?appr
Page 362 and 363:
create the right conditions for cha
Page 364 and 365:
ConclusionSo what did we set out to
Page 366 and 367:
HOW TO GET IN TOUCH WITH THE AUTHOR
Page 368 and 369:
ReferencesBell, B and Kozlowski, S
Page 370 and 371:
ReferencesGoleman, D (2000) Leaders
Page 372 and 373:
ReferencesMaslow, A (1970) Motivati
Page 374 and 375:
ReferencesSchein, E and Bennis, W (
Page 376 and 377:
Index(italics indicate figures or t
Page 378 and 379:
Indexprinciples 315tools to support
Page 380 and 381:
Indexoutcomes 5outer leadership 165
Page 382 and 383:
Indexproject sponsor 70project team
Page 384 and 385:
www.koganpage.comOne website.A thou
show all

cameron and green making-sense-of-change-management

Create successful ePaper yourself

Delete template?

Save as template?