Leading Cultural Change: The Theory and Practice of Successful Organizational Transformation
By: James McCalman (author), David Potter (author)Paperback
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With coverage of the major theories and concepts alongside diagnostic tools and a practical framework for implementation, Leading Cultural Change will help the reader analyse and diagnose their current organizational culture, become aware of the key challenges and how to overcome them and learn how to adapt their leadership style, ensuring they are fit to lead a cultural change programme. Taking in core topics such as change context, language and dialogue as a key cultural process and the change team process, it uses a longitudinal case study of Cordia, a public sector organization transitioning into an LLP, to enhance learning and understanding. Leading Cultural Change is a unique text, rooted in behavioural sciences, which explores the topic as an organizational necessity to achieving sustained competitive advantage.
James McCalman Formerly MD of Sotheby's Institute of Art, Professor James McCalman is currently the Head of the Centre for Strategy and Leadership at the University of Portsmouth. He has previously enjoyed roles as MBA Director at the Universities of Glasgow and Strathclyde as well as at Ashridge Business School, before moving to senior leadership roles in the private and charitable sectors. His most recent previous post was Chief Executive for the Windsor Leadership Trust, a charity delivering senior leadership development programmes to the private, public, military and charitable sectors at Windsor Castle. David Potter Dr David Potter is the founder of The Cultural Change Company, which specializes in enabling cultural change interventions. He is a qualified NLP Practitioner and holds both an MBA and a PhD specialising in strategy design and cultural change dynamics. He frequently teaches and presents to students on MBA and Executive courses on the topic of cultural change, including at Lancaster University Management School, Queen Margaret University, Glasgow Caledonian University and Glasgow University Business School. He is a highly experienced corporate strategist and change manager and delivers numerous change management seminars to change leaders in organizations, as well as designing and delivering cultural change programmes for a range of blue-chip clients.
Chapter - 00: Introduction;Section - ONE: Leading cultural change. Theoretical perspectives;Chapter - 01: Cultural change management;Chapter - 02: Organization development;Chapter - 03: Cultural change literature;Chapter - 04: A theory of culture;Chapter - 05: Cultural management as a form of control;Chapter - 06: Leadership as a cultural variable;Chapter - 07: Leadership and the management of meaning;Chapter - 08: Language as a cultural process;Chapter - 09: Ethnography as a tool for cultural change;Section - TWO: Cultural and strategic tensions. When theory meets practice;Chapter - 10: The client and its problem;Chapter - 11: Change technologies;Chapter - 12: What did the people think?;Chapter - 13: Reflective learning;Chapter - 14: Closing thoughts
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- ID: 9780749473037
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