Extent:
1 Online-Ressource (833 p.)
Type of publication: Book / Working Paper
Language: English
Notes:
Description based upon print version of record
The Change Champion's Field Guide: Strategies and Tools for Leading Change in Your Organization; Copyright; Contents; List of Figures, Tables, and Exhibits; Acknowledgments; Who Should Read This Book?; About This Book; How to Use This Book; Applications on the Job; Taking Full Advantage of This Book; Introduction by the Editors; Foreword; Prelaunch; Self-Examination; External Environment; Establishing the Need for Change; Establishing the Vision and Direction for the Future; Launch; Post-Launch; Sustaining the Change; Part One: Transformational and Large-Scale Change
Chapter One: Driving Change Through Career Models: An Operating System for Integrated Talent ManagementHR and Business Transformation; Service Orientation; Guarding the Castle Means Not Taking Risks; Integrated Talent Management Based on Career Models; A Developmental Workforce Architecture Aligned to the Future State; Future-State Architecture; An Employee Engagement Framework; Functional Differentiation; A Foundation for Strategic Workforce Analytics; Is it Working?; At Microsoft; At ITT; Lessons Learned; Conclusion; Notes
Chapter Two: Driving Cultural Transformation During Large-Scale ChangeIntroduction; Business Rationale for Engaging in Organizational Culture Change; What Is Organizational Culture?; I. Culture Change Takes Place More Effectively When Worked at Three Levels: Organizational, Team, and Individual; II. Culture Change Is Accelerated by Connecting Individual Beliefs to Organizational Results; III. Cultural Change Requires a Planned and Disciplined Implementation Cascade; IV. Cultural Change Is Accelerated by Using a "Leader-Led Learning" Approach
V. Technology Should Be Leveraged for Communications, Measurement, and Reporting Successes Related to Cultural Adoption and TransformationConclusion; Chapter Three: Leveraging Musical Experiential Learning for Organizational Impact; The Art; The Science; Head, Heart, Hands-Integrated Learning; Chapter Four: Navigating the White Water of Organization-Wide Change: Best Practice Principles for Change Management; Reasons for Change Initiative Failure; Inadequate Preparation for Change; Flawed Change Implementation Activities; Inability to Anchor Changes
Principles for Bringing about Organization-Wide ChangePrinciple 1: Assess the Change Situation Carefully Before Initiating Any Change; Principle 2: Design an Initial Change Plan to Fit the Change Situation; Principle 3: Communicate a Compelling Vision of the Bene. ts of Adopting This Change; Principle 4: Monitor and Build or Maintain the Credibility of the Change Leader(s); Principle 5: Rely on "Influence Without Authority" Change Tactics as Much as Possible; Principle 6: Revise the Change Plan as the Change Initiative Unfolds; Principle 7: Be the Change You Seek in Others
Practicing The Principles Through Simulated Experience
ISBN: 978-1-118-41637-2 ; 978-1-118-13626-3 ; 978-1-118-13626-3
Source:
ECONIS - Online Catalogue of the ZBW
Persistent link: https://www.econbiz.de/10012684132