000 15931cam a2203421Ii 4500
001 160161
008 080114s20092009maua b 001 0 eng
020 _a007126373x (paperback)
020 _a9780071263733 (paperback)
040 _aMEF
_beng
_erda
049 _aTR-IsMEF
050 0 0 _aHD58.8
_b.P35 2009
100 1 _aPalmer, Ian,
_d1957-,
_eauthor.
245 1 0 _aManaging organizational change :
_ba multiple perspectives approach /
_cIan Palmer, Richard Dunford, Gib Akin.
250 _aSecond edition / International edition.
264 1 _aBoston :
_bMcGraw-Hill Irwin,
_c2009.
264 4 _a©2009
300 _axii, 413 pages :
_billustrations ;
_c23 cm.
336 _atext
_2rdacontent
337 _aunmediated
_2rdamedia
338 _avolume
_2rdacarrier
504 _aIncludes bibliographical references and index.
505 0 _aIntroduction : stories of change -- Images of managing change -- Why organizations change -- What changes in organizations -- Diagnosis for change -- Resistance to change -- Implementing change : organization development, appreciative inquiry, positive organizational scholarship, and sense-making approaches -- Implementing change : change management, contingency, and processual approaches -- Linking vision and change -- Strategies for communicating change -- Skills for communicating change -- Sustaining change.
650 0 _aOrganizational change.
650 0 _aOrganizational change
_xManagement.
700 1 _aDunford, Richard,
_eauthor.
700 1 _aAkin, Gib,
_eauthor.
856 4 1 _3Table of contents only
_uhttps://www.loc.gov/catdir/enhancements/fy0808/2008001633-t.html
856 4 1 _3Table of contents only
_uhttps://www.loc.gov/catdir/enhancements/fy0808/2008001633-t.html
900 _aMEF Üniversitesi Kütüphane katalog kayıtları RDA standartlarına uygun olarak üretilmektedir / MEF University Library Catalogue Records are Produced Compatible by RDA Rules
910 _aÇağlayan
942 _2lcc
_cBKS
970 0 1 _aPreface,
_pxi.
970 1 2 _tChapter one introduction: stories of change,
_p1.
970 1 2 _tStories of change,
_p2.
970 1 1 _tA Hewlett-Packard change story: managing a merger,
_p2.
970 1 1 _tAn IBM change story: transformational change from below and above,
_p3.
970 1 1 _tChange from below and above,
_p3.
970 1 1 _tA kodak change story: provoking reactions,
_p5.
970 1 1 _tA McDonald's change story: responding to presure,
_p6.
970 1 2 _tDrawing out the change issues and where they are found in the chapters that follow,
_p8.
970 1 1 _tImages of managing change... chapter two,
_p8.
970 1 1 _tWhy organizations change...chapter three,
_p10.
970 1 1 _tWhat changes in organizations...chapter four,
_p11.
970 1 1 _tDiagnosis for change...chapter five,
_p11.
970 1 1 _tResistance to change...chapter six,
_p11.
970 1 1 _tImplementing change...chapters seven and eight,
_p12.
970 1 1 _tLinking vision and change...chapter nine,
_p12.
970 1 1 _tStrategies and skills for communicating change... chapters ten and eleven,
_p13.
970 1 1 _tConsolidating change... chapter twelve,
_p13.
970 1 2 _tBringing it all together: a roadmap of the book,
_p14.
970 0 1 _aA note on chapter formats,
_p16.
970 0 1 _aConclusion,
_p16.
970 0 1 _aBibliography,
_p17.
970 0 1 _aNotes,
_p20.
970 1 2 _tChapter two images of managing change,
_p23.
970 1 2 _tImages of managing change: where they come from,
_p24.
970 1 1 _tImages of managing,
_p24.
970 1 1 _tImages of change outcomes,
_p25.
970 1 2 _tSix images of managing change,
_p26.
970 1 1 _tImage 1: change manager as director,
_p27.
970 1 1 _tImage 2: change manager as navigator,
_p27.
970 1 1 _tImage 3: change manager as caretaker,
_p28.
970 1 1 _tImage 4: change manager as coach,
_p30.
970 1 1 _tImage 5: change manager as interpreter,
_p31.
970 1 1 _tImage 6: change manager as nurturer,
_p32.
970 1 2 _tUsing the six-images framework,
_p34.
970 1 1 _tThree key uses of the six-images framework,
_p35.
970 0 1 _aConclusion,
_p38.
970 0 0 _aSupplemental reading,
_p39.
970 1 1 _tCase study: green mountain resort (dis)solves the turnover problem,
_p40.
970 0 1 _aBibliography,
_p42.
970 0 1 _aNotes,
_p46.
970 1 2 _tChapter three why organizations change,
_p49.
970 1 2 _tEnvironmental pressures for change,
_p50.
970 1 1 _tFashion pressures,
_p52.
970 1 1 _tMandated pressures,
_p53.
970 1 1 _tGeopolitical pressures,
_p55.
970 1 1 _tMarket decline pressures,
_p56.
970 1 1 _tHypercompetion pressures,
_p57.
970 1 1 _tReputation and credibility pressures,
_p59.
970 1 2 _tWhy organizations may not change in the face of external environmental pressures,
_p60.
970 1 1 _tOrganizational learning versus threat-rigidity,
_p61.
970 1 1 _tEnvironment as objective entity versus environment as cognitive construction,
_p62.
970 1 1 _tForces for change versus forces for stability,
_p63.
970 1 1 _tBridging (adapting) versus buffering (shielding),
_p63.
970 1 2 _tOrganizational pressures for change,
_p65.
970 1 1 _tGrowth pressures,
_p65.
970 1 1 _tIntegration and collaboration pressures,
_p66.
970 1 1 _tIdentity pressures,
_p67.
970 1 1 _tNew broom pressures,
_p67.
970 1 1 _tPower and political pressures,
_p69.
970 0 1 _aConclusion,
_p70.
970 0 1 _aSupplemental reading,
_p71.
970 1 1 _tCase study: chipping away at intel,
_p72.
970 0 1 _aBibliography,
_p74.
970 0 1 _aNotes,
_p80.
970 1 2 _tChapter four what changes in organizations,
_p85.
970 1 2 _tTypes of changes,
_p86.
970 1 1 _tDistinguishing between first-order and second-order changes,
_p86.
970 1 1 _tFirst-order, adaptive changes,
_p87.
970 1 1 _tSecond-order, transformational change,
_p89.
970 1 1 _tBeyond either first-order or second order change,
_p93.
970 1 1 _tRethinking linear, equlibrium assumptions about change,
_p96.
970 1 1 _tImplications for change managers,
_p97.
970 1 2 _tTypes of changes: lessons from the front line,
_p99.
970 1 1 _tDownsizing,
_p99.
970 1 1 _tTechnological change,
_p101.
970 1 1 _tMergers and acquisitions,
_p103.
970 1 1 _tRevisiting downsizing, technological change, and mergers, and acqusitions: how fast?,
_p106.
970 0 1 _aConclusion,
_p107.
970 0 1 _aSupplemental reading,
_p108.
970 1 1 _tCase study: Nestlê,
_p109.
970 0 1 _aBibliography,
_p110.
970 0 1 _aNotes,
_p115.
970 1 2 _tChapter five diagnosis for change,
_p121.
970 1 2 _tModels: why bother?,
_p122.
970 1 2 _tModeling: organizations,
_p123.
970 1 1 _tThe six-box organizational model,
_p123.
970 1 1 _tThe 7-S framework,
_p124.
970 1 1 _tThe star model,
_p124.
970 1 1 _tThe congruence model,
_p126.
970 1 1 _tThe burke-litwin model,
_p128.
970 1 1 _tThe four-frame model,
_p128.
970 1 1 _tDiagnosis by image,
_p130.
970 1 2 _tComponent analysis,
_p130.
970 1 1 _tThe PESTEL framework,
_p130.
970 1 1 _tScenario analysis,
_p131.
970 1 1 _tGap analysis,
_p132.
970 1 1 _tThe elements of strategy,
_p132.
970 1 1 _tThe strategic inventory,
_p133.
970 1 1 _tNewsflash exercise,
_p135.
970 1 1 _tCultural web,
_p135.
970 1 1 _tStructural dielmmas,
_p140.
970 1 1 _tThe boundaryless organization,
_p140.
970 1 2 _tDiagnosis readiness to change,
_p141.
970 1 1 _tStakeholder analysis,
_p146.
970 1 1 _tForce-field analysis,
_p151.
970 0 1 _aConclusion,
_p152.
970 0 1 _aSupplemantal reading,
_p152.
970 1 1 _tCase study: boeing,
_p153.
970 0 1 _aBibliography,
_p155.
970 0 1 _aNotes,
_p157.
970 1 2 _tChapter six resistance to change,
_p159.
970 1 2 _tSupport for change,
_p159.
970 1 2 _tSigns of resistance to change,
_p161.
970 1 2 _tWhy do people resist change?,
_p162.
970 1 1 _tDislike of change,
_p162.
970 1 1 _tDiscomfort with uncertainty,
_p162.
970 1 1 _tPerceived negative effect on interests,
_p163.
970 1 1 _tAttachment to the established organizational culture/identity,
_p163.
970 1 1 _tPerceived breach of psychological contract,
_p165.
970 1 1 _tLack of conviction that change is needed,
_p165.
970 1 1 _tLack of clarity as to what is expected,
_p165.
970 1 1 _tBelief that the specific change being proposed is innappropriate,
_p165.
970 1 1 _tExcessive change,
_p166.
970 1 1 _tCumulative effect of other changes in one's life,
_p166.
970 1 1 _tPerceived clash with ethics,
_p166.
970 1 1 _tReaction to the experience of previous changes,
_p167.
970 1 1 _tDisagreement with the way the change is being managed,
_p168.
970 1 2 _tManagers as change resistors,
_p169.
970 1 2 _tManaging resistance,
_p172.
970 1 1 _tA "situational" approach,
_p172.
970 1 1 _tThe resistance cycle, aka "let nature take its course",
_p172.
970 1 1 _t"Creative counters" to expressions of resistance,
_p174.
970 1 1 _tThought self-leadership,
_p174.
970 1 1 _tTinkering, kludging, and pacing,
_p176.
970 1 1 _tThe "power of resistance",
_p177.
970 0 1 _aConclusion,
_p181.
970 0 1 _aSupplemental reading,
_p182.
970 1 1 _tCase study: problems at perrier,
_p183.
970 0 1 _aBibliography,
_p184.
970 0 1 _aNotes,
_p188.
970 1 2 _tChapter seven implementing change: organization development, appreciative inquiry, positive organizational scholarship, and sense-making approaches,
_p191.
970 1 2 _tCoach image of implementing change: the organization development (OD), appreciative inquiry (AI), and positive organizational scholarship (POS) approaches,
_p192.
970 1 1 _tTraditional OD approach: fundamental values,
_p192.
970 1 1 _tThe OD practitioner,
_p194.
970 1 1 _tCriticisms of OD,
_p195.
970 1 1 _tCurrent relevance of OD's traditional values,
_p196.
970 1 1 _tAre OD values universal?,
_p197.
970 1 1 _tEngaging in large-schale change,
_p198.
970 1 1 _tAppreciative inquiry: from problem solving to (building on) what works well,
_p199.
970 1 1 _tThe emergence of positive organizational scholarship (POS),
_p202.
970 1 2 _tInterpreter image of implementing change: sense-making approaches,
_p204.
970 0 1 _aConclusion,
_p209.
970 0 1 _aSupplemental reading,
_p210.
970 1 1 _tCase study: change at dupont,
_p211.
970 0 1 _aBibliography,
_p213.
970 0 1 _aNotes,
_p216.
970 1 2 _tChapter eight implementing change: change management, contingency, and processual approaches,
_p219.
970 1 2 _tDirector image of managing change: change management and contingency approaches,
_p220.
970 1 1 _tChange management approaches,
_p220.
970 1 1 _tIs change management supplanting OD?,
_p224.
970 1 1 _tOD-change management debates,
_p227.
970 1 1 _tContingency approaches,
_p229.
970 1 1 _tWhy contingency approaches are not dominant,
_p232.
970 1 2 _tNavigator images of managing change: processual approaches,
_p233.
970 1 1 _tWhat does managing change mean from a processual approach?,
_p234.
970 0 1 _aConclusion,
_p236.
970 0 1 _aSupplemental reading,
_p237.
970 1 1 _tCase study: the British Airwys swipe card debacle,
_p239.
970 0 1 _aBibliography,
_p241.
970 0 1 _aNotes,
_p245.
970 1 2 _tChapter nine linking vision and change,
_p249.
970 1 2 _tContent of meaningful visions,
_p253.
970 1 1 _tVision attributes,
_p253.
970 1 1 _tBeyond bumper sticker visions? visions as stories,
_p257.
970 1 1 _tRelationship of vision to mission and goals,
_p258.
970 1 1 _tRelationship of vision to market strategy,
_p258.
970 1 2 _tHow context affects vision,
_p259.
970 1 2 _tProcesses by which visions emerge,
_p260.
970 1 1 _tCrafting the vision,
_p260.
970 1 1 _tQuestions that help to develop a vision,
_p261.
970 1 1 _tConnecting the vision to the organization's inner voice,
_p265.
970 1 2 _tWhen visions fail,
_p265.
970 1 1 _tAdaptability of the vision over time,
_p266.
970 1 1 _tPresence of competing visions,
_p268.
970 1 2 _tLinking vision to change: three debates,
_p268.
970 1 1 _tDoes vision drive change or emerge during change?,
_p269.
970 1 1 _tDoes vision help or hinder change?,
_p270.
970 1 1 _tIts vision on attribute or heroic leaders or of heroic organizations?,
_p273.
970 0 1 _aConclusions,
_p277.
970 0 1 _aSupplemantal reading,
_p279.
970 1 1 _tCase study: role of vision at mentor graphics,
_p280.
970 0 1 _aBibliography,
_p281.
970 0 1 _aNotes,
_p285.
970 1 2 _tChapter ten strategies for communicating change,
_p291.
970 1 2 _tThe communication process,
_p292.
970 1 1 _tModeling the communication process,
_p292.
970 1 1 _tInfluence of language, power, gender and emotion,
_p295.
970 1 2 _tStrategies for communicating change,
_p299.
970 1 1 _tCan you communicate too much?,
_p299.
970 1 1 _tGetting the word out or getting buy-in?,
_p301.
970 1 1 _tBeyond spray and pray,
_p304.
970 1 1 _tContingency approaches to communication strategies,
_p305.
970 1 2 _tCommunication media,
_p308.
970 1 1 _tMedia richness,
_p308.
970 1 1 _tWho is responsible for communicating the change?,
_p310.
970 1 1 _tTag teams,
_p310.
970 0 1 _aConclusion,
_p312.
970 0 1 _aSupplemental reading,
_p313.
970 1 1 _tCase study: cheryl ways and agilent technology's layoffs,
_p314.
970 0 1 _aBibliography,
_p316.
970 0 1 _aNotes,
_p319.
970 1 2 _tChapter eleven skills for communicating change,
_p323.
970 1 2 _tCommunication skills for engaging others in the change process,
_p326.
970 1 1 _tListening as a communication skill,
_p326.
970 1 1 _tTelling stroies,
_p327.
970 1 1 _tSelling change upward,
_p328.
970 1 1 _tToxic handlers,
_p330.
970 1 2 _tChange conversation skills,
_p331.
970 1 1 _tTalking in stages,
_p331.
970 1 1 _tTalking coherently,
_p333.
970 1 1 _tAligning your language with the desired change,
_p334.
970 1 1 _tCreating a common change language,
_p336.
970 1 2 _tCommunicating change with the outside world,
_p339.
970 1 1 _tSelling internal changes to external stakeholders,
_p339.
970 1 1 _tCrisis management and corporate reputation,
_p340.
970 0 1 _aConclusion,
_p343.
970 0 1 _aSupplemental reading,
_p344.
970 1 1 _tCase study: tyco,
_p345.
970 0 1 _aBibliography,
_p347.
970 0 1 _aNotes,
_p349.
970 1 2 _tChapter twelve sustaining change,
_p355.
970 1 2 _tSustained change: what are its signs?,
_p355.
970 1 2 _tActions to sustain change,
_p359.
970 1 1 _tRedesign roles,
_p360.
970 1 1 _tRedesign reward system,
_p360.
970 1 1 _tLink selection decisions to change objectives,
_p360.
970 1 1 _tAct consistently with advocated actions,
_p361.
970 1 1 _tEncourage "volunatry acts of initiative",
_p362.
970 1 1 _tMeasure progress,
_p363.
970 1 1 _tCelebrate "en route",
_p365.
970 1 1 _tFine-tune,
_p366.
970 1 2 _tSome words of cautin,
_p367.
970 1 1 _tExpect some unanticipated outcomes,
_p367.
970 1 1 _tBe alert to measurement limitations,
_p368.
970 1 1 _tDon't "declare victory" too soon,
_p368.
970 1 1 _tBeware escalation of commitment,
_p369.
970 1 1 _tRecognize "productive failure",
_p370.
970 0 1 _aConclusion,
_p373.
970 0 1 _aSupplemental reading,
_p374.
970 1 1 _tCase study: the challenger and columbia shuttle disasters,
_p375.
970 0 1 _aBibliography,
_p379.
970 0 1 _aNotes,
_p382.
970 0 1 _aIndex,
_p385.
999 _c4078
_d4078
003 KOHA