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Managing organizational change : a multiple perspective approach
The previous edition of this book was published in 2016. Since then, the organizational world has continued to change dramatically. The aftermath of the global financial crisis is still with us; there are fresh and severe geopolitical tensions; environmental concerns are increasingly urgent; the focus on corporate social responsibility has intensified; organizations are under pressure to demonstrate their environmental, social, and governance (ESG) credentials; technological developments continue to surprise; and cybersecurity is a constant concern. Organizations have to consider how to manage demographic trends including an ageing, multigenerational, and multicultural workforce. Consumer preferences and expectations change radically and rapidly. Stir into this mix the impact of social media, where positive and critical views of organizations and their products and services—along with personal and corporate reputations—can be shared instantly and globally.
From a management perspective, the drivers or catalysts for change are now more numerous and unpredictable. The pace of change has not slackened: more pressures, more opportunities, more changes, faster changes. Failure to respond to those pressures and opportunities, and in some cases failure to respond quickly enough, can have significant individual and corporate consequences. The “agile organization” has become fashionable—and is perhaps strategically indispensable. Many companies are experimenting with new ways of organizing—co-working spaces, no hierarchy, social enterprises, virtual teams, and platform organizations. The personal and organizational stakes appear to have increased.
The management of organizational change thus continues to be a topic of strategic importance for most sectors, public and private. Current conditions have continued to increase the importance of this area of management responsibility. This new edition, therefore, is timely with regard to updating previous content, while introducing new and emerging trends, developments, themes, debates, and practices.
In light of this assessment, we continue to believe that the multiple perspectives approach is particularly valuable, recognizing the various ways in which change can be progressed and highlighting the need for tailored and creative approaches to fit different contexts. Our images of how organizational change should be implemented affect the approaches that we take to understanding and managing change. Adopting different images and perspectives helps to open up new and more innovative ways of approaching the change management process. We hope that this approach will guide and inspire others in pursuing their own responsibilities for managing organizational change.
This text is aimed at two main readers. The first is an experienced practicing manager enrolled in an MBA or a similar master’s degree program or taking part in a management development course that includes a module on organizational change. The second is a senior undergraduate, who may have less practical experience, but who will probably have encountered organizational change directly through temporary work assignments or internships or indirectly through family and friends. Our senior undergraduate is also likely to be planning a management career, or to be heading for a professional role that will inevitably involve management—and change management—responsibilities. Given the needs and interests of both our readers, we have sought to present an appropriate blend of research and theory, on the one hand, and practical management application, on the other.
Instructors who have used our previous editions will find familiar features in this update. The chapter structure and sequence of the book remain much the same, with minor adjustments to accommodate new material. The overall argument is underpinned by the observation that the management of organizational change is in part a rational or technical task and is also a creative activity, with the need to design novel strategies and processes that are consistent with the needs of unique local conditions. We hope that readers will find the writing style and presentation clear and engaging. We have maintained the breadth of coverage of the different traditions and perspectives that contribute to the theory and practice of managing change, with international examples where appropriate.
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What’s New in This Edition?
The new content for this edition includes the following:
Real-world examples. We draw on the experience of change in the following organizations, including a U.S. city and baseball team and one nation-state. Examples range from full-length cases to short vignettes: Airbnb, Alibaba, Best Buy, Beth Israel Deaconess Medical Center, BlackRock, Boeing, BP, British Army, Carnival Cruise Line, Chobani, Continental Airlines, Detroit, DuPont, Estée Lauder, FedEx, Etsy, Facebook, Ford, General Motors Poland, Goldman Sachs, Google, HP, IBM, Instagram, Intuit, Johnson & Johnson, Kaiser Permanente, Kraft Heinz, Lego, Levi Strauss, McDonald’s, Mattel, Mentor Graphics, a Siemens Business, Microsoft, NASA, Netflix, Nike, Oakland Athletics, Progressive Insurance, Sandvik AB, Sears, Semco, Spotify, Starbucks, Swiss Re, Thai Union, Twitter, Uber, Unilever, U.S. Postal Service, Vanuatu, YouTube, and Zumba Fitness.
Leadership language. The power of meaningful stories is well known. But the role of language in articulating vision and mission statements is less well understood. However, research on organization mission statements has found that concrete imagery works, and abstractions do not, with regard to encouraging support for change. In addition, support for change is more likely to be forthcoming when vision statements emphasize continuity as well as change (chapters 1 and 6).
Change managers and change leaders. We argue that the distinction between leaders and managers is blurred and that these are different labels for the same role. However, research offers counterintuitive advice with regard to the complementary roles of middle managers and senior executives. Middle managers may be better able to initiate change, because they have a better understanding of frontline operations. Senior leaders may be better able to execute change, because they have more power and better access to resources (chapters 2 and 8).
The world out there. Conditions in the external environment of the organization continue to become more turbulent, volatile, and unpredictable. The nature of globalization is also changing, creating more pressures and opportunities, as well as more change drivers and catalysts (chapter 3).
COVID-19 consequences. The World Health Organization declared a global pandemic in March 2020, following an outbreak of a zoonotic coronavirus, COVID-19, for which there was no treatment or cure at the time of writing. To stop the virus from spreading, countries closed borders and introduced social distancing. These steps had a major impact on social life, working patterns, and most businesses, driving major organizational changes. Exercise 3.1 asks readers to consider the nature of these changes and the long-term consequences (chapter 3).
Technology as a change driver. Robots, cobots, machine learning, artificial intelligence, automation. Emerging technologies are reshaping the world of work, probably creating more benefits and opportunities than downsides. Many organizations are undergoing digital transformations. Professional roles are no longer immune toPage xiii automation. The change implications are significant, requiring careful management (chapter 3).
Initiative overload. Too much change is a problem for many organizations. This leads to a dilution of effort and misallocation of resources. Why does this happen? What can be done to manage multiple change initiatives more effectively? (chapter 4).
Agile organization. Adaptability is a strategic priority in a turbulent, unpredictable world. “Agile” has its roots in the concepts of “mechanistic and organic” systems, “segmentalist and integrative” cultures, and “built to change” organizations. The core concept is based on the classic concept of autonomous, self-managing teams, but the approach needs “agile managers” in new roles, able to balance flexibility with stability (chapter 4).
Social media. Social media platforms have become increasingly important as a general management tool, contributing to change management by improving communications, employee voice, and involvement and by building momentum for change. Many organizations have yet to exploit fully these opportunities, and there is a need to balance the opportunities with the risks (chapters 5 and 7).
The purpose-driven organization. Purpose, or organizational mission, is now recognized as a driver of competitive advantage, and thus of change. But the concept is not always taken seriously by organizations, which often produce vague, abstract statements of purpose. We consider the evidence that supports clarifying the organization’s mission or purpose and consider the language in which purpose is best articulated (chapter 6).
Pragmatic resistance to change. Everyday resistance to change can benefit the organization by preventing or reshaping poorly designed change initiatives (chapter 8).
Has resistance to change been exaggerated? New research shows that employees often welcome the opportunities that new technologies have to offer. This positive approach contrasts with the beliefs and expectations of many managers (chapter 8).
Counterproductive work behavior (CWB). Evidence suggests that some types of damaging CWB can be triggered by change initiatives. Why does this happen? What can be done about it? (chapter 8).
Evidence-based implementation. A systematic review of the research suggests that there are 10 steps to successful change. Most organizations seem to ignore the evidence, and this may contribute to the reportedly high failure rate of major change initiatives (chapter 10).
Change resourcing. Contrary to accepted wisdom, research now suggests that, at least in some circumstances, underfunding a change initiative can be advantageous. How can this be? (chapter 10).
Transformational change. What is the nature of transformations? Why do as many as three-quarters fail? Many of the causes of failure are predictable. What can organizations do to improve the odds of success? (chapter 10).
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Issue-selling. Why multimodal approaches are more successful for pitching change initiative ideas to senior management: how to choose the right combination of words, body language, and visual imagery (chapter 12).
Collective change agency. Responsibility for change management rarely rests with one individual, or even with a small group. Now, different models of change delivery units are emerging. Which approach best fits your organization? (chapter 12).
The politics of change. Management political games can disrupt or stop change initiatives. Political skill is critical for the change manager. The constructive aspects of “playing politics” are now widely recognized, challenging the negative stereotype of politics as harmful “dirty tricks” (chapter 12).
Chief transformation officer (CTO). A new kind of change agent, a “high-level orchestrator” of change. What is the nature of this role, and what capabilities are required? (chapter 12).
Pedagogy
The pedagogical features in the text include:
learning outcomes identified at the beginning of each chapter
a mix of short and longer “high-impact” case studies of organizational change
case studies of “new economy” as well as “old economy” organizations
organizational diagnostic and self-assessment exercises for personal and classroom use
movie recommendations, identifying films and clips that illustrate theoretical and practical dimensions of organizational change management
YouTube clip recommendations, following up case and research accounts with commentary from the managers and researchers concerned
a “roundup” section at the end of each chapter, with reflections for the practicing change manager, summarizing the key learning points linked to the learning outcomes
suggestions for further reading at the end of each chapter.
Instructors will also find useful the experiential learning exercises in the edited collection by Schwartz et al. (2019).*
Since our book was first published, we have continued our conversations with managers who have been using it as part of their teaching, consulting, and other change activities. In many of these conversations, it was reassuring to hear how our multiple perspectives framework strikes the right chord with them, opening up new, innovative, and differentPage xv ways of seeing, thinking, conceptualizing, and practicing organizational change. We hope that this new and updated fourth edition will continue to inspire our various change journeys, and we look forward to more conversations along the way.
https://bookshelf.vitalsource.com/reader/books/9781264364343
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| 658. 406 PAL m | PSB lt.1 - B. Wajib | 1 |
| Penerbit | New York Mc Graw Hill., 2022 |
|---|---|
| Edisi | 4 |
| Subjek | Organizational change Executive management |
| ISBN/ISSN | 9781260597950 |
| Klasifikasi | 658. 406 |
| Deskripsi Fisik | 209 p. : ill. ; 28 cm |
| Info Detail Spesifik | - |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas |
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