Making Sense of Change Management

Making Sense of Change Management is about making change easier. It is aimed at anyone who wants to understand why change happens, how it happens and what needs to be done to make change a welcome rather than a dreaded concept. However, this book is not a \"˜one size fits all\' simplistic panacea to all change whatever the circumstances. Instead it offers considered insights into the many frameworks, models and ways of approaching change and helps the reader to apply the right approach to each unique situation. Contents include individual change; team change; organizational change; leading change; structural change; mergers and acquisitions; cultural change; IT-based process change; and how best to implement change. Written for academics and professionals alike, Making Sense of Change Management identifies and offers explanations of all current models of change as well as offering practical guidelines and examples showing the reader why change can go wrong; and how to get it right. CONTENTS Acknowledgement Introduction Who this book is aimed at; The basic content of the book; Why explore different approaches to change; Overview of structure ; Message to readers PART ONE: THE UNDERPINNING THEORY 1 Individual change Introduction; Learning and the process of change; The behavioural approach to change; The cognitive approach to change; The psychodynamic approach to change; The humanistic psychology approach to change; Personality and change; Managing change in self and others; Summary and conclusions 2 Team change Introduction; What a is group and when it is a team; Why we need teams; The types of organizational teams; How to improve team effectiveness; What team change looks like; The leadership issues in team change; How individuals affect team dynamics; How well teams initiate and adapt to organizational change; Summary and conclusions 3 Organizational change How organizations really work; Models of and approaches to organizational change; Summary and conclusions 4 Leading change Introduction; Visionary leadership; Roles that leaders play; Leadership styles and skills; Different leadership for different phases of change; The importance of self-knowledge and inner resources; Summary and conclusions PART TWO: THE APPLICATIONS Introduction; Strategic change process; Overview of structure 5 Restructuring Reasons for restructuring; The restructuring process; Restructuring from an individual change perspective: the special case of redundancy; Enabling teams to address organizational change; Conclusion 6 Mergers and acquisitions The purpose of merger and acquisition activity; Lessons from research into successful and unsuccessful mergers and acquisitions; Applying the change theory: guidelines for leaders; Conclusions 7 Cultural change Guidelines for achieving successful cultural change; Case Study One: Aligning the organization; Case Study Two: Rebranding the organization; Case Study Three: Creating an employer brand 8 IT-based