Tremendous forces for change are radically reshaping the world of work. Disruptive innovations, radical thinking, new business models and resource scarcity are impacting every sector. Although the scale of expected change is not unprecedented, what is unique is the pervasive nature of the change and its accelerating pace which people in organizations have to cope with. Structures, systems, processes and strategies are relatively simple to understand and even fix. People, however, are more complex. Change can have a different impact on each of them, all of which can cause different attitudes and reactions. Managing and Leading People Through Organizational Change is written for leaders with the key responsibility of managing people through transitions.
Managing and Leading People through Organizational Change provides a critical analysis of change and transformation in organizations from a theoretical and practical perspective. It addresses the individual, team and organizational issues of leading and managing people before, during and after change, using case studies and interviews with people from organizations in different sectors across the globe. This book demonstrates how theory can be applied in practice through practical examples and recommendations, focusing on the importance of understanding the impact of the nature of change on individuals and engaging them collaboratively throughout the transformation journey.
Dr Julie Hodges is an academic, author and consultant. She is currently Director of MBA programmes at Durham University Business School and a lecturer and researcher into change in organizations. Julie has a PhD in the impact of change on levels of stress among middle managers in organizations. Before entering the academic world Julie worked as a management consultant for over 20 years in several profit and non-profit organizations, including the British Council, Vertex, PwC and RBS. Julie is a founding Director of the Leading Well - a social enterprise for developing leaders in the public and third sectors.
Section - 1: UNDERSTANDING ORGANIZATIONAL CHANGE; Chapter - 1: The context and nature of change; Section - 2: INDIVIDUAL RESPONSES TO CHANGE; Chapter - 2: The impact of organizational change on emotions; Chapter - 3: Individual sense-making processes; Section - 3: THE ROLES OF LEADERS AND MANAGERS; Chapter - 4: Leading people through change; Chapter - 5: Fostering commitment and ownership; Chapter - 6: Engaging people through dialogue; Chapter - 7: Understanding and carrying out culture change; Section - 4: BUILDING CAPABILITIES; Chapter - 8: The role of HR in transitioning people through change; Chapter - 9: Building capabilities for change; Section - 5: ETHICS, SUSTAINABILITY AND CHANGE; Chapter - 10: Sustaining change