Nguồn ngoài

Focusing on Organizational Change

This text offers an alternative to the traditional approach by focusing on building the change capacity of the entire organization in anticipation of future pressures to change. Based on systematic research of more than 5,000 respondents working within more than 200 organization or organizational units conducted during the previous decade. While building organizational change capacity is not fast or easy, it is essential for effective leadership and organizational survival in the 21st century.

Management Business

Tác giả: LibreTexts
Nhà xuất bản: LibreTexts
Nguồn: LibreTexts
Giấy phép: CC BY-NC-SA
Ngôn ngữ: EN
Danh mục: Quản trị kinh doanh

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Mục lục· 79 mục

01: The Strategic Leader's New Mandate
1.01: Chapter Introduction
1.02: The New Mandate for Change Leadership
1.03: Leadership Mandates in Context
1.04: The Leaders Pursuit of Multiple Objectives
1.05: Mapping the Chapters of This Book
02: What Is Organizational Capacity for Change
2.01: Chapter Introduction
2.02: Primary Reasons for Failure to Bring About Change
2.03: The Typical Reaction to Challenging Environmental Pressures
2.04: Organizational Capacity for Change Defined
2.05: The Eight Dimensions of OCC
2.06: Concluding Thoughts About OCC
03: OCC Dimension 1- Trustworthy Leadership
3.01: Chapter Introduction
3.02: What Is Trustworthy Leadership
3.03: Trustworthy Leadership Yields Trust and Cooperation
3.04: Trusting Cooperation Makes All Change Possible
3.05: Trustworthy Leadership Is Valuable and Rare
3.06: Trustworthiness Is Becoming Increasingly Important
3.07: Practices for Cultivating Trustworthy Leadership in Your Organization
04: OCC Dimension 2- Trusting Followers
4.01: Chapter Introduction
4.02: Employees Collective Propensity to Trust
4.03: Risk Associated With Trusting Others
4.04: Benefits of Pervasive Organizational Trust
4.05: Practices for Building the Trusting Followers Dimension
05: OCC Dimension 3- Capable Champions
5.01: Chapter Introduction
5.02: Influence Without Authority
5.03: Getting Things Done When Not in Charge
5.04: Rising Importance of Change Champions
5.05: Practices for Cultivating Capable Champions
06: OCC Dimension 4- Involved Midmanagement
6.01: Chapter Introduction
6.02: The Evolving World of Middle Management
6.03: Middle Managers Contributions to Change
6.04: Middle Manager Change Roles
6.05: Practices for Increasing Midmanager Involvement in Change
07: OCC Dimension 5- Systems Thinking
7.01: Chapter Introduction
7.02: A Primer on Systems Thinking
7.03: Systems Thinking and Organizational Change
7.04: Practices for Building Systems Thinking Into Your Organization
08: OCC Dimension 6- Communication Systems
8.01: Chapter Introduction
8.02: Communication Challenges in Modern Organizations
8.03: Organizational Communication and Change
8.04: Using the Communication System to Bring About Change
8.05: Practices of Good Communication Systems
09: OCC Dimension 7- Accountable Culture
9.01: Chapter Introduction
9.02: What Does It Mean to Be Accountable
9.03: Organizational Culture and Accountability
9.04: Cultural Accountability and Organizational Capacity for Change
9.05: Practices for Making Your Organizational Culture More Accountable
10: OCC Dimension 8- Innovative Culture
10.01: Chapter Introduction
10.02: What Does It Mean to Be Innovative
10.03: What Makes an Organizational Culture Innovative
10.04: Innovative Cultures and Capacity for Change
10.05: Practices for Making Your Culture More Innovative
11: The Big Picture
11.01: The Centrality of Organizations in Our Lives
11.02: Four Organizational Attributes of Change-Capable Organizations
11.03: Assessing Your Organizational Capacity for Change
11.04: Concluding Thoughts
12: OCC Survey Instrument
12.01: Section 1-
13: 8 Dimensions and Factor Loadings for OCC
13.01: Section 1-
14: OCC Benchmarking
14.01: Section 1-
15: OCC Benchmarking
15.01: Section 1-
16: Resources
16.01: Section 1-
16.02: Section 2-
16.03: Section 3-