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Exploring strategic change / Julia Balogun, Veronica Hope Hailey.

By: Contributor(s): Material type: TextSeries: Exploring corporate strategy seriesPublication details: Harlow : Prentice Hall/Financial Times, 2004.Edition: 2nd edDescription: xvii, 259 p. : ill. ; 25 cmISBN:
  • 0273683276
Subject(s): DDC classification:
  • 658.4012 21
Contents:
PrefaceAcknowledgements1. Exploring strategic change: an introduction 1.1. Introduction1.2. Structure of the book1.3. The nature of strategic change1.4. Context- specific change1.5. Managerial capabilities for change agents1.6. The transition state: designing context- sensitive approaches to change1.7. The transition stage: design and management 1.8. Putting the jigsaw together - a change flow chartSummaryNotesWork assignments2. Understanding implementation choices: the change path 2.1. Introduction2.2. Different types of change2.3. Realignment2.3.1. Adaptation and reconstruction2.4. Transformation2.5. Paths of changeSummary Notes Work assignments3. Understanding implementation choices: the additional options to consider3.1. Introduction3.2. Change start-point3.3. Change style3.4. Change target3.5 Change levers3.6 Change rolesSummaryNotesWork assignments4. Analysing the change context: how context affects choice4.1. Introduction 4.2. Time 4.3. Scope4.4. Preservation4.5. Diversity4.6. Capability4.7. Capacity4.8. Readiness4.9. PowerSummaryNotesWork assignmentsCase study 1Merging to achieve change - Her Majesty's Revenue and Customs (HMRC) 5. Designing the transition: the implementation path5.1. Introduction5.2. The future state - developing a vision5.3. Identifying barriers to change5.4. Designing the transition state: the organisational level 5.5. Facilitating personal transitions: the individual level5.6. Linking individual and organisational transitions5.7. Mobilising for change5.8. Designing and sequencing change levers5.9. Linking design of the transition state to design choicesSummaryNotesWork assignments 6. Transition management: building enabling conditions for change6.1. Introduction6.2. Enabling conditions for change6.3. Senior executives 6.4. Middle managers6.5. The role of Human Resource management: HR systems and processes, organisation development and Learning & DevelopmentSummaryNotes7. Transition management: employee engagement, trust, justice and voice7.1. Introduction7.2. Organisational climate7.3. Employee engagement7.4. Trust7.5. Employee voice7.6. Organisational justice 7.7. Rethinking resistanceSummary Notes8. Concluding comments8.1. Introduction8.2. The persistent problem of change8.3. Analysis and design: techniques and tools8.4. The doing of change: techniques and tools8.5. The practice of strategic change8.6. In conclusionCase study 2GlaxoSmithKline Pharma Greece
Holdings
Cover image Item type Current library Home library Collection Shelving location Call number Materials specified Vol info URL Copy number Status Notes Date due Barcode Item holds Item hold queue priority Course reserves
Main RTC Library Main opac Main TEST 658.401 BAL Available 30012127
Total holds: 0

Previous ed.: London : Prentice Hall, 1999.

Includes bibliographical references and index.

PrefaceAcknowledgements1. Exploring strategic change: an introduction 1.1. Introduction1.2. Structure of the book1.3. The nature of strategic change1.4. Context- specific change1.5. Managerial capabilities for change agents1.6. The transition state: designing context- sensitive approaches to change1.7. The transition stage: design and management 1.8. Putting the jigsaw together - a change flow chartSummaryNotesWork assignments2. Understanding implementation choices: the change path 2.1. Introduction2.2. Different types of change2.3. Realignment2.3.1. Adaptation and reconstruction2.4. Transformation2.5. Paths of changeSummary Notes Work assignments3. Understanding implementation choices: the additional options to consider3.1. Introduction3.2. Change start-point3.3. Change style3.4. Change target3.5 Change levers3.6 Change rolesSummaryNotesWork assignments4. Analysing the change context: how context affects choice4.1. Introduction 4.2. Time 4.3. Scope4.4. Preservation4.5. Diversity4.6. Capability4.7. Capacity4.8. Readiness4.9. PowerSummaryNotesWork assignmentsCase study 1Merging to achieve change - Her Majesty's Revenue and Customs (HMRC) 5. Designing the transition: the implementation path5.1. Introduction5.2. The future state - developing a vision5.3. Identifying barriers to change5.4. Designing the transition state: the organisational level 5.5. Facilitating personal transitions: the individual level5.6. Linking individual and organisational transitions5.7. Mobilising for change5.8. Designing and sequencing change levers5.9. Linking design of the transition state to design choicesSummaryNotesWork assignments 6. Transition management: building enabling conditions for change6.1. Introduction6.2. Enabling conditions for change6.3. Senior executives 6.4. Middle managers6.5. The role of Human Resource management: HR systems and processes, organisation development and Learning & DevelopmentSummaryNotes7. Transition management: employee engagement, trust, justice and voice7.1. Introduction7.2. Organisational climate7.3. Employee engagement7.4. Trust7.5. Employee voice7.6. Organisational justice 7.7. Rethinking resistanceSummary Notes8. Concluding comments8.1. Introduction8.2. The persistent problem of change8.3. Analysis and design: techniques and tools8.4. The doing of change: techniques and tools8.5. The practice of strategic change8.6. In conclusionCase study 2GlaxoSmithKline Pharma Greece

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