Focusing on Organizational Change

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This text offers an alternative to the traditional approach by focusing on building the change capacity of the entire organization in anticipation of future pressures to change. Based on systematic research of more than 5,000 respondents working within more than 200 organization or organizational units conducted during the previous decade. While building organizational change capacity is not fast or easy, it is essential for effective leadership and organizational survival in the 21st century.

Description from LibreTexts.

Publisher
LibreTexts
Subjects
Business, Management
Licence
CC BY-NC-SA 3.0, as LibreTexts states it. Non-commercial use only.
Who can read
Tweens profiles and older, judged from its title and subjects

Contents

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  1. Front Matter
  2. TitlePage
  3. InfoPage
  4. Table of Contents
  5. Licensing
  6. 1: The Strategic Leader's New Mandate
  7. 1.1: Chapter Introduction
  8. 1.2: The New Mandate for Change Leadership
  9. 1.3: Leadership Mandates in Context
  10. 1.4: The Leader’s Pursuit of Multiple Objectives
  11. 1.5: Mapping the Chapters of This Book
  12. 2: What Is Organizational Capacity for Change?
  13. 2.1: Chapter Introduction
  14. 2.2: Primary Reasons for Failure to Bring About Change
  15. 2.3: The Typical Reaction to Challenging Environmental Pressures
  16. 2.4: Organizational Capacity for Change Defined
  17. 2.5: The Eight Dimensions of OCC
  18. 2.6: Concluding Thoughts About OCC
  19. 3: OCC Dimension 1- Trustworthy Leadership
  20. 3.1: Chapter Introduction
  21. 3.2: What Is Trustworthy Leadership?
  22. 3.3: Trustworthy Leadership Yields Trust and Cooperation
  23. 3.4: Trusting Cooperation Makes All Change Possible
  24. 3.5: Trustworthy Leadership Is Valuable and Rare
  25. 3.6: Trustworthiness Is Becoming Increasingly Important
  26. 3.7: Practices for Cultivating Trustworthy Leadership in Your Organization
  27. 4: OCC Dimension 2- Trusting Followers
  28. 4.1: Chapter Introduction
  29. 4.2: Employees’ Collective Propensity to Trust
  30. 4.3: Risk Associated With Trusting Others
  31. 4.4: Benefits of Pervasive Organizational Trust
  32. 4.5: Practices for Building the Trusting Followers Dimension
  33. 5: OCC Dimension 3- Capable Champions
  34. 5.1: Chapter Introduction
  35. 5.2: Influence Without Authority
  36. 5.3: Getting Things Done When Not in Charge
  37. 5.4: Rising Importance of Change Champions
  38. 5.5: Practices for Cultivating Capable Champions
  39. 6: OCC Dimension 4- Involved Midmanagement
  40. 6.1: Chapter Introduction
  41. 6.2: The Evolving World of Middle Management
  42. 6.3: Middle Managers Contributions to Change
  43. 6.4: Middle Manager Change Roles
  44. 6.5: Practices for Increasing Midmanager Involvement in Change
  45. 7: OCC Dimension 5- Systems Thinking
  46. 7.1: Chapter Introduction
  47. 7.2: A Primer on Systems Thinking
  48. 7.3: Systems Thinking and Organizational Change
  49. 7.4: Practices for Building Systems Thinking Into Your Organization
  50. 8: OCC Dimension 6- Communication Systems
  51. 8.1: Chapter Introduction
  52. 8.2: Communication Challenges in Modern Organizations
  53. 8.3: Organizational Communication and Change
  54. 8.4: Using the Communication System to Bring About Change
  55. 8.5: Practices of Good Communication Systems
  56. 9: OCC Dimension 7- Accountable Culture
  57. 9.1: Chapter Introduction
  58. 9.2: What Does It Mean to Be Accountable?
  59. 9.3: Organizational Culture and Accountability
  60. 9.4: Cultural Accountability and Organizational Capacity for Change
  61. 9.5: Practices for Making Your Organizational Culture More Accountable
  62. 10: OCC Dimension 8- Innovative Culture
  63. 10.1: Chapter Introduction
  64. 10.2: What Does It Mean to Be Innovative?
  65. 10.3: What Makes an Organizational Culture Innovative?
  66. 10.4: Innovative Cultures and Capacity for Change
  67. 10.5: Practices for Making Your Culture More Innovative
  68. 11: The Big Picture
  69. 11.1: The Centrality of Organizations in Our Lives
  70. 11.2: Four Organizational Attributes of Change-Capable Organizations
  71. 11.3: Assessing Your Organizational Capacity for Change
  72. 11.4: Concluding Thoughts
  73. 12: OCC Survey Instrument
  74. Appendix A: OCC Survey Instrument
  75. 13: 8 Dimensions and Factor Loadings for OCC
  76. Appendix B: 8 Dimensions and Factor Loadings for OCC
  77. 14: OCC Benchmarking
  78. Appendix C: OCC Benchmarking
  79. 15: OCC Benchmarking
  80. Appendix D: OCC Benchmarking
  81. 16: Resources
  82. 16.1: Simulations on Building Organizational Capacity and Leading Change
  83. 16.2: Other Books and Articles on Aspects of Organizational Capacity for Change
  84. 16.3: Fourteen Teaching Cases That Illustrate the Organizational Capacity for Change Framework
  85. Back Matter
  86. Index
  87. Glossary
  88. Detailed Licensing