Author: Robert G. Hamlin
Publisher: Business Science Reference
ISBN: 9781522561552
Category : Organizational behavior
Languages : en
Pages : 0
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Book Description
Without change, there can be no progress. To influence change, organizations attempt to harmonize internally and become accustomed to dealing with a variety of situations that may require a number of solutions. Evidence-Based Initiatives for Organizational Change and Development discusses what helps or hinders the organizational-change-and-development-related agency and provides practical insights and lessons to be learned from many reflections on evidence-based OCD practice. Featuring research on topics such as human resource development, organizational behavior, and management consultancy, this book is ideally designed for business academics, organizational change leaders, line managers, HRD professionals, OD/management consultants, and executive coaches seeking coverage on the implementation of OCD intervention strategies and the associated changes in management processes.
Author: Robert G Hamlin
Publisher: Business Science Reference
ISBN: 9781668430118
Category :
Languages : en
Pages : 440
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Book Description
Author: Bob Hamlin
Publisher: Pearson Education
ISBN: 9780273638865
Category : Business & Economics
Languages : en
Pages : 342
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Book Description
Written jointly by practitioners and academics, the book provides the theoretical underpinnings behind organizational development and practical insights based on real case studies. The first section of the book brings together a review of current thinking in 2003. The middle section comprises a diverse selection of case histories which examine the role of the change agent, both in successes and failures. The final section of the book draws things together by highlighting where generalized insights appear to have emerged from the practice of the contributors, and gives some pointers for moving practice forward into the 21st century. Throughout, the benefit of reflective practice is encouraged and the commentary accompanying each case history demonstrates what can be learned from this. The main aim of the text is to help readers to appreciate more fully the complexities of bringing about organizational change and development, not least the cultural factors in the change process, and the value of using theory and rigorous internal research in a very conscious and focused way to inform, shape and measure their own change agency practice. public sector.
Author: Steven ten Have
Publisher: Routledge
ISBN: 1317293746
Category : Business & Economics
Languages : en
Pages : 214
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Book Description
Despite the popularity of organizational change management, the question arises whether its prescriptions and dominant beliefs and practices are based on solid and convergent evidence. Organizational change management entails interventions intended to influence the task-related behavior and associated results of an individual, team, or entire organization. There is a perception that a lot of change initiatives fail and limited understanding about what works and what does not and why. Drawing on the field of psychology and based on primary research, Reconsidering Change Management identifies 18 popular and relevant commonly held assumptions with regard to change management that are then analyzed and compared to the four specific themes laid out in the book (people, leadership, organization, and change process), resulting in their own set of assumptions. Each assumption will have a brief introduction in which its relevance and popularity is explained. By studying the scientific evidence, in particular meta-analytic evidence, the book provides students and academics in the fields of change management, organizational behavior, and business strategy the best available evidence for the acceptance or dropping of certain (change) management assumptions and their accompanying practices. By exploring the topics people, leadership, organization, and process, and the related assumptions, change management is restructured and reframed in a prudent, positive, and practical way.
Author: Robert G Hamlin
Publisher: Business Science Reference
ISBN: 9781668430101
Category :
Languages : en
Pages : 452
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Book Description
Author: Hilary Scarlett
Publisher: Kogan Page Publishers
ISBN: 0749493194
Category : Business & Economics
Languages : en
Pages : 285
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Book Description
Organizational change can be unpredictable and stressful. With a better understanding of what our brains need to focus, organizations can increase employee engagement, productivity and well-being to successfully manage periods of uncertainty. Drawing on the latest scientific research and verified by an independent neuroscientist, Neuroscience for Organizational Change explores the need for social connection at work, how best to manage emotions and reduce bias in decision-making, and why we need communication, involvement and storytelling to help us through change. Practical tips and suggestions can be found throughout, as well as examples of how these insights have been applied at organizations such as Lloyds Banking Group and GCHQ. The book also sets out a practical science-based planning model, SPACES, to enhance engagement. This updated second edition of Neuroscience for Organizational Change contains new chapters on planning the working day with the brain in mind and on overcoming the difficulties related to behavioural change. It also features up-to-the-minute wider content reflecting the latest insights and developments, and updated case studies from the first edition which give a long-term view of the benefits of applying neuroscience in organizations.
Author: Donald L. Anderson
Publisher: SAGE
ISBN: 1412987741
Category : Business & Economics
Languages : en
Pages : 393
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Book Description
The book provides a good open-systems introduction to the topic of organization change, presenting the big concepts in a way that managers can use.
Author: Paul Gibbons
Publisher: FT Press
ISBN: 0133994821
Category : Business & Economics
Languages : en
Pages : 254
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Book Description
Every leader understands the burning need for change–and every leader knows how risky it is, and how often it fails. To make organizational change work, you need to base it on science, not intuition. Despite hundreds of books on change, failure rates remain sky high. Are there deep flaws in the guidance change leaders are given? While eschewing the pat answers, linear models, and change recipes offered elsewhere, Paul Gibbons offers the first blueprint for change that fully reflects the newest advances in mindfulness, behavioral economics, the psychology of risk-taking, neuroscience, mindfulness, and complexity theory. Change management, ostensibly the craft of making change happen, is rife with myth, pseudoscience, and flawed ideas from pop psychology. In Gibbons’ view, change management should be “euthanized” and replaced with change agile businesses, with change leaders at every level. To achieve that, business education and leadership training in organizations needs to become more accountable for real results, not just participant satisfaction (the “edutainment” culture). Twenty-first century change leaders need to focus less on project results, more on creating agile cultures and businesses full of staff who have “get to” rather than “have to” attitudes. To do that, change leaders will have to leave behind the old paradigm of “carrots and sticks,” both of which destroy engagement. “New analytics” offer more data-driven approaches to decision making, but present a host of people challenges—where petabyte information flows meet traditional decision-making structures. These approaches will have to be complemented with “leading with science”—that is, using evidence-based management to inform strategy and policy decisions. In The Science of Successful Organizational Change , you'll learn: How the VUCA (Volatile, Uncertain, Complex, and Ambiguous) world affects the scale and pace of change in today’s businesses How understanding of flaws in human decision-making can help leaders guide their teams toward wiser strategic decisions when the stakes are largest—including “when to trust your guy and when to trust a model” and “when all of us are smarter than one of us” How new advances in neuroscience have altered best practices in influencing colleagues; negotiating with partners; engaging followers' hearts, minds, and behaviors; and managing resistance How leading organizations are making use of the science of mindfulness to create agile learners and agile cultures How new ideas from analytics, forecasting, and risk are humbling those who thought they knew the future–and how the human side of analytics and the psychology of risk are paradoxically more important in this technologically enabled world What complexity theory means for decision-making in the context of your own business How to create resilient and agile business cultures and anti-fragile, dynamic business structures To link science with your "on-the-ground" reality, Gibbons tells “warts and all” stories from his twenty-plus years consulting to top teams and at the largest businesses in the world. You'll find case studies from well-known companies like IBM and Shell and CEO interviews from Nokia and Barclays Bank.
Author: Kerm Henriksen
Publisher:
ISBN:
Category : Medical
Languages : en
Pages : 526
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Book Description
v. 1. Research findings -- v. 2. Concepts and methodology -- v. 3. Implementation issues -- v. 4. Programs, tools and products.
Author: Debra A. Noumair
Publisher: Emerald Group Publishing
ISBN: 1787563537
Category : Business & Economics
Languages : en
Pages : 440
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Book Description
This volume provides new conceptual insights to help organizations improve health and wellbeing in society. Some chapters do this by addressing macro-level change, some by highlighting evidence-based change at the micro level, and others by extending theory and integrating perspectives that heretofore have remained separate.
