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| change management and culture: Organizational Culture Change Marcella Bremer, 2012-12-14 Culture, leadership and the ability to change determine organizational performance... But 75% of organizational change programs fail - being too conceptual, organization-wide and command-and-control like. That's why change consultant Marcella Bremer developed this pragmatic approach to organizational culture, change and leadership. The starting point is the validated Organizational Culture Assessment Instrument based on the Competing Values Framework by professors Kim Cameron and Robert Quinn. Next, Bremer shows how to engage people in OCAI-workshops or Change Circles. In peer groups of 10 coworkers they develop a change plan for their teams that is also personal and focused on specific behaviors. These Change Circles of 10 use the mechanism of Copy, Coach and Correct within groups to help organization members to implement the change and develop those behaviors that will make a difference. This book is a pragmatic user's guide to organizational culture change. Learn the best practices from a change consultant and unleash your organization, too! |
| change management and culture: Leadership and Change Management Daphne Halkias, Joseph C. Santora, Nicholas Harkiolakis, Paul W. Thurman, 2017-03-16 A leader’s role in the management of change is a critical issue for successful outcomes of strategic initiatives. Globalization and economic instability have prompted an increase in organizational changes related to downsizing and restructuring in order to improve financial performance and organizational competitiveness. Researchers agree that a leader’s inability to fully understand what is needed in order to guide their organization through successful change can be a reason for failure. Proper planning and management of change can reduce the likelihood of failure, promote change effectiveness, and increase employee engagement. Yet, change in organizations must be viewed as a continuous activity that affects both organizational and individual outcomes. If change management can be considered as an event induced by socio-cultural factors, the cultural variable gains greater significance when applied to the quality of the relationship between a leader and their team. Many organizations today are on the verge of internationalization. It is here that the cultural context can affect behaviors and, in the same way, leadership style. The research presented in this book by an eminent group of scholars explores the influence of culture – ethnic, regional, religious – on how leaders manage change within organizations. |
| change management and culture: The Insider's Guide to Culture Change Siobhan McHale, 2020-02-11 Culture transformation expert Siobhan McHale defines culture simply: “It’s how things work around here.” The secret to the success or failure of any business boils down to its culture. From disengaged employees to underserved customers, business failures invariably stem from a culture problem. In The Insider’s Guide to Culture Change, acclaimed culture transformation expert and global executive Siobhan McHale shares her proven four-step process to demystifying culture transformation and starting down the path to positive change. Many leaders and managers struggle to get a handle on exactly what culture is and how pervasive its impact is throughout an organization. Some try to change the culture by publishing a statement of core values but soon find that no meaningful change happens. Others try to unify the culture around a set of shared goals that satisfy shareholders but find their efforts backfire as stressed employees throw their hands up because “leadership just doesn’t get it.” Others implement expensive new IT systems to try to bring about change, only to find that employees find “workarounds” and soon go back to their old ways. The Insider’s Guide to Culture Change walks readers through McHale’s four-step process to culture transformation, including how to: Understand what “corporate culture” really is and how it impacts every aspect of the way your organization operates Analyze where your culture is broken or not adding maximum value Unlock the power of reframing roles within your company to empower and engage your employees Utilize proven methods and tools to break through deeply embedded patterns and change your company mind-set Keep the momentum going by consolidating gains and maintaining your foot on the change accelerator With The Insider’s Guide to Culture Change, watch your employees go from followers to change leaders who drive an agile culture that constantly outperforms. |
| change management and culture: High-velocity Culture Change Price Pritchett, Ron Pound, 1993 Changing corporate culture is heavy-duty stuff. This isn't the sort of challenge you take on simply because it sounds good. Or because it's the in thing to do these days. You do it because you have to in a deperate attempt to survive |
| change management and culture: Cultural Change and Leadership in Organizations Jaap J. Boonstra, 2012-12-20 Cultural Change and Leadership in Organizations discusses ways in which organizations are able to implement successful strategic change; inspirational and conceptual material is combined with practical examples and concrete interventions for planning and implementing cultural change within organizations. Cultural Change and Leadership in Organizations is targeted toward professionals, including organizational psychologists, consultants, senior managers, and human resources professionals, as well as advanced-level business school courses. |
| change management and culture: Changing Organizational Culture Mats Alvesson, Stefan Sveningsson, 2015-09-21 How is practical change work carried out in modern organizations? And what kind of challenges, tasks and other difficulties are normally encountered as a part of it? In a turbulent and changing world, organizational culture is often seen as central for sustained competitiveness. Organizations are faced with increased demands for change but these are often so challenging that they meet heavy resistance and fizzle out. Changing Organizational Culture encourages the development of a reflexive approach to organizational change, providing insights as to why it may be difficult to maintain momentum in change processes. Based around an illuminating case study of a cultural change programme, the book provides 15 lessons on the entire change journey; from analysis and design, to implementation and how organizational members should approach change projects. This enhanced edition considers the most recent studies on organizational change practice, with new examples from businesses and the public sector, and includes one empirical study which uses the authors’ own framework, enriching their practical recommendations. It also draws on the latest theoretical developments, including ideas of power and storytelling. Accompanying the text is an online pedagogic and research ideas guide available for course instructors and lecturers at Routledge.com. Changing Organizational Culture will be vital reading for students, researchers and practitioners working in organizational studies, change management and HRM. |
| change management and culture: Culture Transformation Phil Geldart, 2014-12-12 e;A true culture transformation should outlast the management that initiated it.e; In his latest book, Phil Geldart, CEO of Eagle's Flight, discusses:How and where to startMeasuring the impactThe role of leadershipHow to change behaviorThe importance of convictionWho should do whatThe role of HRand substantially more...The book also includes an action planning workbook with the 30 most crucial questions to address in order to ensure success. |
| change management and culture: Accelerating Organisation Culture Change Jaclyn Lee, 2020-01-23 This book introduces an innovative new digital approach to speed up cultural change in organisations and reduce failure rates through use of the Culture Acceleration Tool and Methodology (CATM). Including real life case studies, the book demonstrates the possibility of a higher success rate with organisational culture change management. |
| change management and culture: Leading Culture Change in Global Organizations Daniel Denison, Robert Hooijberg, Nancy Lane, Colleen Lief, 2012-06-27 Filled with case studies from firms such as GT Automotive, GE Healthcare China, Vale, Dominos, Swiss Re Americas Division, and Polar Bank, among others, this book (written by Dan Denison and his co-authors) combines twenty years of research and survey results to illustrate a critical set of cultural dynamics that firms need to manage in order to remain competitive. Each chapter uses a case as a means to illustrate an important aspect of culture change focusing on seven common culture-change dilemmas including creating a strategic alignment, keeping strategy simple, and more. |
| change management and culture: The Imagination Machine Martin Reeves, Jack Fuller, 2021-06-08 A guide for mining the imagination to find powerful new ways to succeed. We need imagination now more than ever—to find new opportunities, rethink our businesses, and discover paths to growth. Yet too many companies have lost their ability to imagine. What is this mysterious capacity? How does imagination work? And how can organizations keep it alive and harness it in a systematic way? The Imagination Machine answers these questions and more. Drawing on the experience and insights of CEOs across several industries, as well as lessons from neuroscience, computer science, psychology, and philosophy, Martin Reeves of Boston Consulting Group's Henderson Institute and Jack Fuller, an expert in neuroscience, provide a fascinating look into the mechanics of imagination and lay out a process for creating ideas and bringing them to life: The Seduction: How to open yourself up to surprises The Idea: How to generate new ideas The Collision: How to rethink your idea based on real-world feedback The Epidemic: How to spread an evolving idea to others The New Ordinary: How to turn your novel idea into an accepted reality The Encore: How to repeat the process—again and again. Imagination is one of the least understood but most crucial ingredients of success. It's what makes the difference between an incremental change and the kinds of pivots and paradigm shifts that are essential to transformation—especially during a crisis. The Imagination Machine is the guide you need to demystify and operationalize this powerful human capacity, to inject new life into your company, and to head into unknown territory with the right tools at your disposal. |
| change management and culture: Leading Cultural Change James McCalman, David Potter, 2015-05-03 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. |
| change management and culture: Leading Change John P. Kotter, 2012 From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work. |
| change management and culture: Diagnosing and Changing Organizational Culture Kim S. Cameron, Robert E. Quinn, 2011-01-07 Diagnosing and Changing Organizational Culture provides a framework, a sense-making tool, a set of systematic steps, and a methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. Authors, Cameron and Quinn focus on the methods and mechanisms that are available to help managers and change agents transform the most fundamental elements of their organizations. The authors also provide instruments to help individuals guide the change process at the most basic level—culture. Diagnosing and Changing Organizational Culture offers a systematic strategy for internal or external change agents to facilitate foundational change that in turn makes it possible to support and supplement other kinds of change initiatives. |
| change management and culture: Innovative Change Management (ICM) H. James Harrington, 2018-02-21 Innovative Change Management (ICM) represents the accumulated wisdom and knowledge of one of the world’s foremost performance improvement specialists. It includes a clear and thorough explanation of the necessary critical tools for creating a system that results in a much higher percentage of your initiatives progressing to successful projects. Studies conducted by organizations such as Gartner, Ernst & Young, and Harrington Management Systems indicate that on average less than 25% of the innovative projects achieve sustained success. The American Productivity Quality Center's 2018 survey report pointed out that 88% of the organizations felt that process management discipline must be changed and 53.8% felt they must create a continuous improvement culture. Through the effective use of the ICM methodology, you can turn thousands of lost employee hours into millions of dollars in increased profit. This book unveils to the reader for the first time how ICM combines project change management, culture change management, and project management concepts to create an effective and innovative organization. These concepts combined result in homogeneous improvements in performance improvement and cultural change. The book outlines a step-by-step procedure designed to apply ICM to complex programs such as process redesign and supply chain management as well as to simpler ones such as relocation of offices. In addition, it provides field-tested change methodologies to help you systematically include change into your strategic management plan. This book shows you how to: Set the stage for ICM. Develop a new management style that encourages innovation. Develop and implement a project change management methodology to support the project management methodology. Develop a cultural change management program. How to reward and recognize the innovation activities generated by your employees. Make ICM an important part of the strategic plan. Help employees understand the career-enhancing aspects of change How to maximize your organization’s ROC (return on change). Most of the activity related to change management focuses on successfully implementing individual projects. Statistics indicate that this is not enough to keep up with today’s rapid changing innovative competition. As most profitable organizations are working diligently on increasing their innovation capabilities, this focus is requiring a completely new restructured management style and behavioral patterns that are foreign to most of today’s successful managers. |
| change management and culture: Beyond Performance 2.0 Scott Keller, Bill Schaninger, 2019-07-03 Double your odds of leading successful, sustainable change Leaders aren’t short on access to change management advice, but the jury has long been out as to which approach is the best one to follow. With the publication of Beyond Performance 2.0, the verdict is well and truly in. By applying the approach detailed by authors, Scott Keller and Bill Schaninger, the evidence shows that leaders can more than double their odds of success—from thirty percent to almost eighty. Whereas the first edition of Beyond Performance introduced the authors’ “Five Frames of Performance and Health” approach to change management, the fully revised and updated Beyond Performance 2.0 has been transformed into a truly practical “how to” guide for leaders. Every aspect of how to lead change at scale is covered in a step-by-step manner, always accompanied by practical tools and real-life examples. Keller and Schaninger’s work is distinguished in many ways, one of which is the rigor behind the recommendations. The underpinning research is the most comprehensive of its kind—based on over 5 million data points drawn from 2,000 companies globally over a 15-year period. This data is overlaid with the authors’ combined more than 40 years of experience in helping companies successfully achieve large-scale change. As senior partners in McKinsey & Company, consistently named the world’s most prestigious management consulting firm, Keller and Schaninger also draw on the shared experience of their colleagues from offices in over 60 countries with unrivaled access to CEOs and senior teams. Beyond Performance 2.0 also dares to go against the grain—eschewing the notion of copying best practices and instead guiding leaders to make choices specific to their unique context and organization. It does this with meticulously balance of focus on short- and long-term considerations, and on fully addressing the hard technical and oft cultural elements of making change happen. Further, the approach doesn’t just focus on delivering change; it builds an organization’s muscle to continuously change, making it healthier so that it can act with increased speed and agility to stay perpetually ahead of its competition. Leaders looking for a proven approach to leading large-scale change from a trusted source have found what they are looking for in Beyond Performance 2.0. |
| change management and culture: Gender, Culture and Organizational Change Catherine Itzen, Janet Newman, 2003-09-02 An engaging contribution to the increasing body of knowledge about gender and organizations, Gender, Culture and Organizational Change examines gender-based inequality in organizations and considers how sexual and social relations between women and men based on sexuality, power and control determine the cultures, structures and practices of organization and the experiences of men and women working in them. Gender, Culture and Organizational Change represents a decade of experience of managing change and implementing theory in public sector organizations during a period of major social, political and economic transition and analyses the progress that has been made. It expands to make wider connections with women and trade unions in Europe and management development for women in the developing countries of Africa and Asia. It will be valuable reading for students in social policy, gender studies and sociology and for professionals with an interest in understanding the dynamics of the workplace. |
| change management and culture: Changing Organizational Culture Mats Alvesson, Stefan Sveningsson, 2015-09-21 How is practical change work carried out in modern organizations? And what kind of challenges, tasks and other difficulties are normally encountered as a part of it? In a turbulent and changing world, organizational culture is often seen as central for sustained competitiveness. Organizations are faced with increased demands for change but these are often so challenging that they meet heavy resistance and fizzle out. Changing Organizational Culture encourages the development of a reflexive approach to organizational change, providing insights as to why it may be difficult to maintain momentum in change processes. Based around an illuminating case study of a cultural change programme, the book provides 15 lessons on the entire change journey; from analysis and design, to implementation and how organizational members should approach change projects. This enhanced edition considers the most recent studies on organizational change practice, with new examples from businesses and the public sector, and includes one empirical study which uses the authors’ own framework, enriching their practical recommendations. It also draws on the latest theoretical developments, including ideas of power and storytelling. Accompanying the text is an online pedagogic and research ideas guide available for course instructors and lecturers at Routledge.com. Changing Organizational Culture will be vital reading for students, researchers and practitioners working in organizational studies, change management and HRM. |
| change management and culture: Culturally Tuning Change Management Risto Gladden, 2018-09-28 Managing change across cultures can be tricky, and universal approaches to change management may not serve their purpose in every cultural setting. This book examines the cultural dimensions that can influence the perceptions of and reactions to change in different cultural contexts and highlights the benefits of developing and applying cultural mindfulness when planning and running cross-cultural change initiatives. It offers practical advice to project and change management teams and leaders for developing Cultural Intelligence, tailoring plans to consider any cultural variables that could be barriers to (or catalysts for) effective change, and applying facilitating strategies. |
| change management and culture: Win from Within James Heskett, 2022-01-04 There is significant evidence that an effective organizational culture provides a major competitive edge—higher levels of employee and customer engagement and loyalty translate into higher growth and profits. Many business leaders know this, yet few are doing much to improve their organizations’ cultures. They are discouraged by misguided beliefs that an executive’s tenure and an organization’s attention span are too short for meaningful transformation. James Heskett provides a roadmap for achievable and fast-paced culture change. He demonstrates that an effective culture supplies the trust that makes managing change of all kinds easier. It provides a foundation on which changes in strategy can be based, and it’s a competitive edge that can’t easily be hacked or copied. Examining leading companies around the world, Heskett details how organizational culture makes employees more loyal, more productive, and more creative. He discusses how to quantify its effects in order to sell the notion of culture change to the organization and considers how to preserve an organization’s culture in the face of the trend toward remote work hastened by the COVID-19 pandemic. Showing how leadership can bring about significant changes in a surprisingly short time span, Win from Within offers a playbook for developing and deploying culture that enables outsized results. It is a groundbreaking demonstration of organizational culture’s role as a foundation for strategic success—and its measurable impact on the bottom line. |
| change management and culture: The Critical Few Jon R. Katzenbach, James Thomas, Gretchen Anderson, 2019-01-16 In a global survey by the Katzenbach Center, 80 percent of respondents believed that their organization must evolve to succeed. But a full quarter of them reported that a change effort at their organization had resulted in no visible results. Why? The fate of any change effort depends on whether and how leaders engage their culture: the self-sustaining patterns of behaving, feeling, thinking, and believing that determine how things are done in an organization. Culture is implicit rather than explicit, emotional rather than rational--that's what makes it so hard to work with, but that's also what makes it so powerful. For the first time, this book lays out the Katzenbach Center's proven methodology for identifying your culture's four most critical elements: traits, characteristics that are at the heart of people's emotional connection to what they do; keystone behaviors, actions that would lead your company to succeed if they were replicated at a greater scale; authentic informal leaders, people who have a high degree of emotional intuition or social connectedness; and metrics, integrated, thoughtful measures to track progress, encourage the self-reinforcing cycle of lasting change and link to business performance. By leveraging these critical few elements, you can tap into a source of catalytic change within your organization. People will make an emotional, not just a rational, commitment to new initiatives. You will elicit enthusiasm and creativity and build the kind of powerful company that people recognize for its innate value and effectiveness. |
| change management and culture: Harvard Business Review on Culture and Change , 2002 A collection of articles on the messy and often difficult process of changing workplace culture. The book examines why people resist change on both the corporate and individual levels. |
| change management and culture: Leading in a Culture of Change Michael Fullan, 2007-02-02 At the very time the need for effective leadership is reaching critical proportions, Michael Fullan's Leading in a Culture of Change provides powerful insights for moving forward. We look forward to sharing it with our grantees. --Tom Vander Ark, executive director, Education, Bill and Melinda Gates Foundation Fullan articulates clearly the core values and practices of leadership required at all levels of the organization. Using specific examples, he convinces us that the key change principles are equally critical for leadership in business and education organizations. --John Evans, chairman, Torstar Corporation In Leading in a Culture of Change, Michael Fullan deftly combines his expertise in school reform with the latest insights in organizational change and leadership. The result is a compelling and insightful exposition on how leaders in any setting can bring about lasting, positive, systemic change in their organizations. --John Alexander, president, Center for Creative Leadership Michael Fullan's work is remarkable. He masterfully captures how leaders can significantly improve their learning and performance, even in the uncontrollable, chaotic circumstances in which they practice. A tour de force. --Anthony Alvarado, chancellor of instruction, San Diego City Schools Too often schools and businesses are seen as separate and foreign places. Michael Fullan blends the best of knowledge from each into an exemplary template for improving leadership in both. --Terrence E. Deal, coauthor of Leading with Soul Business, nonprofit, and public sector leaders are facing new and daunting challenges--rapid-paced developments in technology, sudden shifts in the marketplace, and crisis and contention in the public arena. If they are to survive in this chaotic environment, leaders must develop the skills they need to lead effectively no matter how fast the world around them is changing. Leading in a Culture of Change offers new and seasoned leaders' insights into the dynamics of change and presents a unique and imaginative approach for navigating the intricacies of the change process. Michael Fullan--an internationally acclaimed expert in organizational change--shows how leaders in all types of organizations can accomplish their goals and become exceptional leaders. He draws on the most current ideas and theories on the topic of effective leadership, incorporates case examples of large scale transformation, and reveals a remarkable convergence of powerful themes or, as he calls them, the five core competencies. By integrating the five core competencies--attending to a broader moral purpose, keeping on top of the change process, cultivating relationships, sharing knowledge, and setting a vision and context for creating coherence in organizations--leaders will be empowered to deal with complex change. They will be transformed into exceptional leaders who consistently mobilize their compatriots to do important and difficult work under conditions of constant change. |
| change management and culture: Managing Strategic Change Noel M. Tichy, 1983-05-03 Shows how managers can use the conceptual framework of TPC theory (technical, political, and cultural dynamics) to cope with major strategic reorientation. Raises such fundamental questions about the nature of organizations. What business(es) should we be in? Who should reap what benefits from the organization? What are the values and norms of organizational members? Provides concepts and workable technologies for dealing with these questions and preparing for future change. Includes extensive examples. |
| change management and culture: The Relevance of Culture Morris Freilich, 1989-10-11 Culture, once a center-stage concept in anthropology, is now being discussed by talk show personalities and journalists and included in a wide range of academic disciplines. In view of the myriad uses and abuse of the concept, The Relevance of Culture sets the record straight through a careful survey of the development of the concept of culture, and the arguments and continuing relevance of it to theoretical discussions. The authors illustrate its roles in such diverse areas as risk and technology, nursing and health care, evolution, criminology, information, economy, geography, and even the uneven the understanding of suicide. Noted shcolars apply their wit and wisdom to illustrate and analyze the role of culture, creating a definitive picture for scholars, beginning students of cultural anthroplogy, and related social sciences. |
| change management and culture: Management of Organizational Culture as a Stabilizer of Changes Ibrahiem M. M. El Emary, Anna Brzozowska, Dagmara Bubel, 2020-05-04 No enterprise today is proud of being unchanged. Stability is understood more as a sign of stagnation than reliability, and enterprises that do not change and do not evolve are commonly regarded as fossilized. Increasing globalization processes often force today’s enterprises to make organizational changes, but the effectiveness of these processes relies on its organizational culture. This book argues that the problem behind organizational culture is its multilevel structure, including the visible and hidden levels. It addresses difficult questions, such as: Is it better to make thorough, but more painful changes, or to gradually introduce small improvements? It also demonstrates that organizational culture is not a fixed phenomenon: its shaping takes place in stages, and it is essential to take such stages into account in the process of implementing the strategy of an enterprise. Providing a comprehensive insight into organizational culture and its relationship to change, this book will be essential reading for professionals involved in business management and IT management throughout the world. Its analyses and suggestions will allow for improved organizational culture and change management in business environments. |
| change management and culture: Culture Renovation: 18 Leadership Actions to Build an Unshakeable Company Kevin Oakes, 2021-01-12 Seize and expand the competitive edge with a smart, well-managed culture “renovation” Most business leaders understand the power of a dynamic, positive culture—but almost every effort to change culture fails. Why? The approach is often all wrong. Rather than attempt to “transform” a new culture from the ground up, leaders need to instead spearhead a culture renovation. It’s all about keeping what works, changing what needs to be changed, and ensuring proper care and maintenance—much like refurbishing and living in a beautiful historic home and improving its overall value. In Culture Renovation, the head of the world’s leading HR research firm—the Institute for Corporate Productivity (i4cp)—Kevin Oakes provides tangible, tactical insights drawn from a robust data set and informed by CEOs and HR leaders at many of the world’s top companies. You’ll find everything you need to rebuild your corporate culture with care and expertise, including: Three phases and detailed action steps for architecting the change you want to see Practical insights and examples from T-Mobile, Microsoft, 3M, and other top companies The traits of a healthy corporate culture Proven talent practices to maintain your new culture for long-term success Oakes identifies 18 proven leadership actions for turning any culture into an agile, resilient, and innovative high-performance organization. You’ll learn how to best understand the culture in place today and set a new cultural path for decades to come; develop a co-creation mindset; identify influencers and blockers; ferret out skeptics and non-believers; measure, monitor, and report progress; and implement “next practices” in talent strategies to sustain the renovation. Culture Renovation delivers everything you need to plan, build, and maintain a corporate culture that drives profits, growth, and business sustainability now and well into the future. |
| change management and culture: The Culture Map Erin Meyer, 2014-05-27 An international business expert helps you understand and navigate cultural differences in this insightful and practical guide, perfect for both your work and personal life. Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out. In The Culture Map, INSEAD professor Erin Meyer is your guide through this subtle, sometimes treacherous terrain in which people from starkly different backgrounds are expected to work harmoniously together. She provides a field-tested model for decoding how cultural differences impact international business, and combines a smart analytical framework with practical, actionable advice. |
| change management and culture: Change Your Space, Change Your Culture Rex Miller, Mabel Casey, Mark Konchar, 2014-09-29 The fastest, easiest way to shift culture toward engagement and productivity Change Your Space, Change Your Culture is a guide to transforming business by rethinking the workplace. Written by a team of trail-blazing leaders, this book reveals the secrets of companies that discovered the power of culture and space. This insightful guide reveals what companies lose by viewing office space as something to manage or minimize. With practical tips and implementation details, the book helps the reader see that the workspace is, in fact, a crucial driver of productivity and morale. Change Your Space, Change Your Culture was born out of recent studies that expose truly outrageous Oh, my God realities: More than 70 percent of the workforce either hates their job or they are just going through the motions. Half of all office space is wasted. Those shattering facts exist because office space is generally regarded as overhead or sunk cost. Most buildings today clearly communicate the low priority placed on people-friendly design. Poor workforce engagement is baked into the culture. This book provides guidance on turning this around, by rethinking and reshaping space to align with the way people work. Specifically, this book moves from the high-altitude view down to the details on how to: Discover the fastest, easiest and most cost-effective way to shift culture Add square footage by using space more effectively Boost employee engagement and vitality by the creative use of space Learn how space can become a powerful productivity tool We all know that design, space, and flow have a powerful effect on the human psyche. Our homes, museums, sports arenas, places of worship, and even airport terminals reveal that. Environment can inspire dread or enthusiasm, distraction or focus, collaboration or isolation. That's why the office must be designed to inspire the desired culture and workflow – if it's not properly designed, no program, training or rules will be effective over time. Change Your Space, Change Your Culture is the practical guide to office space, the foundation of an engaging culture. |
| change management and culture: Kanban Change Leadership Klaus Leopold, Siegfried Kaltenecker, 2015-03-30 Explains how and why Kanban offers a new approach to change in 21st Century businesses This book provides an understanding of what is necessary to properly understand change management with Kanban as well as how to apply it optimally in the workplace. The book emphasizes critical aspects, several traps which users repeatedly fall into, and presents some practical guidelines for Kanban change management to help avoid these traps. The authors have organized the book into three sections. The first section focuses on the foundations of Kanban, establishing the technical basis of Kanban and indicating the mechanisms required to enact change. In the second section, the authors explain the context of Kanban change management—the options for change, how they can be set in motion, and their consequences for a business. The third section takes the topics from the previous sections and relates them to the social system of business—the goal is to guide readers in the process of building a culture of continuousimprovement by reviewing real case studies and seeing how Kanban is applied in various situations. Kanban Change Leadership: Explains how to implement sustainable system-wide changes using Kanban principles Addresses the principles and core practices of Kanban including visualization, WIP limits, classes of service, operation and coordination, metrics, and improvement Describes implementation, preparation, assessment, training, feedback, commissioning, and operation processes in order to create a culture of continuous improvement Kanban Change Leadership is an educational and comprehensive text for: software and systems engineers; IT project managers; commercial and industrial executives and managers; as well as anyone interested in Kanban. |
| change management and culture: Organizational Change Management Strategies in Modern Business Goksoy, Asl?, 2015-10-30 Scholars agree that change has become a staple in organizational life and will likely remain as such beyond the 21st century. As the rate of change continues to accelerate, organizations must strive to develop and implement new initiatives in order to obtain significant benefits to organizational survival, economic viability, and human satisfaction. Organizational Change Management Strategies in Modern Business covers the most important elements of change management as well as the difficulties and challenges that organizations have faced when implementing change. In sampling different disciplines relevant to topics such as resistance to change, mergers and acquisitions management, leadership, the role of human resource strategies, and culture, this reference work is a useful resource for academics, professionals, managers, administrators, and others interested in organizational change. |
| change management and culture: Building a Culture of Distinction Sheila L. Margolis, 2008 Building a Culture of Distinction is an organizational change management program. This Facilitator Guide is designed for those individuals who will be leading the program. This book provides a comprehensive, step-by-step process to define and shape your organizational culture and manage organizational change. This program addresses many of the challenges an organization faces that can threaten its success and its bottom line. For example: Have you lost key talent? Do your employees seem stressed and unhappy at work? Are employees neither united by values nor vision? Is the organization growing fast but losing focus? Does your organization need a new direction? Is your organization experiencing a merger or acquisition? Is your strategic planning disconnected from the culture that must support it? Is change needed but no one has a process to make it stick? This Facilitator Guide provides activities and tools to build a culture of distinction. The process has a four-phased cycle. In Phase 1, you will facilitate a Core Culture Assessment where all employees participate in defining the organization s Core Culture. In Phase 2, you will facilitate a Core Culture Alignment Audit where employees will identity the degree of alignment of the Practices and Projections with the Core Culture, and they will make recommendations to increase alignment. In Phase 3, you will guide the development of a Core Culture Alignment Plan and set measures to monitor change. Finally, in Phase 4, employees will execute and monitor the plan, tracking measures to ensure progress in implementing change. This Facilitator Guide is divided into two sections. Section A: Planning the Program includes materials to guide the facilitator in planning the implementation of this culture and change management program. This section includes background information, definitions, suggestions on when to use this program, an explanation of the program cycle, a review of the implementation steps, a worksheet tool, and sample questions for interviews, open-ended surveys and focus groups. Section B: Conducting the Program has the same content as the companion workbook Building a Culture of Distinction: Participant Workbook for Defining Organizational Culture and Managing Change. The only difference is the inclusion of Facilitator Notes inserted in the side margins to guide you in implementing the program. Section B provides information, activities, tools and techniques to define and shape your organizational culture, audit it for alignment with your workplace Practices and Projections, and create and implement a plan to live the Core Culture principles that will generate success. Some activities work best in a group setting. Others can be completed individually. Adapt the program to fit your needs. To support program implementation, there is the Building a Culture of Distinction: Participant Workbook for Defining Organizational Culture and Managing Change. This workbook is for employees who take part in the Building a Culture of Distinction Program. An additional resource is the book There Is No Place Like Work, an ideal reading assignment for employees to jumpstart the learning process. Begin Building a Culture of Distinction in your organization. Lead the process to craft your organization's culture and facilitate change. Use culture to drive your organization's success. |
| change management and culture: ADKAR Jeff Hiatt, 2006 In his first complete text on the ADKAR model, Jeff Hiatt explains the origin of the model and explores what drives each building block of ADKAR. Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change, and provides a powerful foundation to help you succeed at change. |
| change management and culture: Middle Leadership Mastery Adam Robbins, 2021-05-26 To make the best decisions possible, middle leaders need to have a nuanced understanding of the consequences of their actions. In this pragmatic book, Adam Robbins aims to boost their role-specific expertise to help them achieve that goal - and offers them a preferable alternative to learning from their mistakes. Instead of relying on generic leadership theories, Middle Leadership Mastery collates perspectives from psychology and cognitive science to share evidence-informed guidance on a wide range of topics - from supporting staff and students in crisis and managing wellbeing, to quality-assuring teaching and curriculum design. Adam Robbins draws on his sixteen years' experience of teaching in a deprived area to illustrate his points with stories and anecdotes from the front line, demonstrating how middle leaders can better understand their context and deliver the best outcomes from a variety of starting points. |
| change management and culture: Workplace Psychology Kris Powers, 2019 Workplace Psychology: Issues and Application is a compilation of open content for students of Psychology 104: Workplace Psychology at Chemeketa Community College. It is an optional print edition of the OER textbook in use in those classes. |
| change management and culture: Organizational Culture and Leadership Edgar H. Schein, 2010-07-16 Regarded as one of the most influential management books of all time, this fourth edition of Leadership and Organizational Culture transforms the abstract concept of culture into a tool that can be used to better shape the dynamics of organization and change. This updated edition focuses on today's business realities. Edgar Schein draws on a wide range of contemporary research to redefine culture and demonstrate the crucial role leaders play in successfully applying the principles of culture to achieve their organizational goals. |
| change management and culture: Tempered Radicals Debra Meyerson, 2003 This text explores the experiences of tempered radicals. These are people who want to become valued and successful members of their organisations without selling out on who they are and what they believe in. |
| change management and culture: Managing to Change the World Alison Green, Jerry Hauser, 2012-04-03 Why getting results should be every nonprofit manager's first priority A nonprofit manager's fundamental job is to get results, sustained over time, rather than boost morale or promote staff development. This is a shift from the tenor of many management books, particularly in the nonprofit world. Managing to Change the World is designed to teach new and experienced nonprofit managers the fundamental skills of effective management, including: managing specific tasks and broader responsibilities; setting clear goals and holding people accountable to them; creating a results-oriented culture; hiring, developing, and retaining a staff of superstars. Offers nonprofit managers a clear guide to the most effective management skills Shows how to address performance problems, dismiss staffers who fall short, and the right way to exercising authority Gives guidance for managing time wisely and offers suggestions for staying in sync with your boss and managing up This important resource contains 41 resources and downloadable tools that can be implemented immediately. |
| change management and culture: Social Entrepreneurship and Corporate Social Responsibility Joan Marques, Satinder Dhiman, 2020-07-05 This book provides professionals, as well as students, with the understanding that Social Entrepreneurship and Corporate Social Responsibility (CSR) are now core business principles for sustainably. It encourages social entrepreneurs in their role as forerunners, in creating new business models that develop, facilitate or implement constructive solutions to social, cultural and environmental issues. At the same time, this book views corporate social responsibility as a means of challenging existing entities to realize and modify prior unsustainable and predatory business models; and to increase social, cultural and environmental accountability. By linking these two concepts, this book prompts a paradigmatic awakening, whereby the foundational driver of business creation and management no longer rests on profit maximization, but on improvement of the quality of life for society. |
| change management and culture: The Shape of Change Nicola Busby, 2017-07-14 No organisations, change initiative or stakeholder is ever the same. The way business change management is shaped to work with and get the best out of every different change situation makes a vital contribution to the success of the change. The Shape of Change is the first business change management book to focus solely on the practical challenges of how to plan, implement and embed successful business change initiatives in a wide range of organisations from the business change manager’s point of view. It focuses on shaping every different change approach to take into consideration each individual situation including organisational culture, the type and impact of change the initiative, the attitudes and concerns of stakeholders and the potential for resistance within the organisation. Using a series of example change initiatives in private, public and non-profit sectors, it describes the change management journey, highlighting key points where business change management interventions are essential, and exploring how it feels to undertake business change initiatives in a wide range of situations, from communicating the initial change idea to ensuring the change is embedded and working well in business as usual. Accessible and comprehensive, The Shape of Change is relevant to anyone working in or planning organisational change. |
| change management and culture: Creating Culture Change Philip Atkinson, 2005 If You Want To Implement Best Practice In Your Business, Creating Culture Change Will Equip You With The Passion, Strategy And Skills To Bring About Change Quickly And Successfully.Philip Atkinson, A Leading Management Consultant, Has Distilled The Secrets Of Culture Change In This New And Revised Classic Text. A Specialist In Driving Behavioural Change With All Levels Of Management In Many Commercial Sectors, He Outlines Clearly, In A No-Nonsense Style, The Essentials For Success. His Vibrant Approach To The Subject Leaves The Traditional Far Behind.The Book Is Revolutionary In Its Content, Rejecting Many So-Called Established Approaches To Total Quality And Replacing Them With Strategies Which Strike At Revitalising The Fabric Of The Organisation. Stop Now And Think If You Couldn T Fail, What Would You Change ? Now Read The Book And Apply The Ideas.Creating Culture Change Creates A Landmark In Allowing Management To Face Up To Its Responsibility For Mastering The Process Of Change Which Is Critical To Functioning Successfully In The 21St Century. The Author Believes That Results Are A Reflection Of How Well People Are Managed And He Further Expresses The View That Most Managers Learn To Manage By Accident Rather Than By Design. |
CHANGE Definition & Meaning - Merriam-Webster
The meaning of CHANGE is to make different in some particular : alter. How to use change in a sentence. Synonym Discussion of Change.
Change starts here · Change.org
Change.org is an independent, nonprofit-owned organization, funded entirely by millions of users just like you. Stand with Change to protect the power of everyday people making a difference.
CHANGE | English meaning - Cambridge Dictionary
CHANGE definition: 1. to exchange one thing for another thing, especially of a similar type: 2. to make or become…. Learn more.
Change - definition of change by The Free Dictionary
n. 1. The act, process, or result of altering or modifying: a change in facial expression. 2. The replacing of one thing for another; substitution: a change of atmosphere; a change of …
Change - Definition, Meaning & Synonyms | Vocabulary.com
The noun change can refer to any thing or state that is different from what it once was. Change is everywhere in life — and in English. The word has numerous senses, both as a noun and …
Change Definition & Meaning - YourDictionary
To put or take (a thing) in place of something else; substitute for, replace with, or transfer to another of a similar kind. To change one's clothes, to change jobs.
Change: Definition, Meaning, and Examples - usdictionary.com
Dec 2, 2024 · "Change" is an essential term used to refer to a variety of processes or states indicating a difference in condition, position, or state. Embracing and understanding "change" …
What does change mean? - Definitions.net
What does change mean? This dictionary definitions page includes all the possible meanings, example usage and translations of the word change. the process of becoming different. The …
CHANGE Definition & Meaning | Dictionary.com
To change something is to make its form, nature, or content different from what it is currently or from what it would be if left alone. How is change different from alter?
CHANGE - Meaning & Translations | Collins English Dictionary
Master the word "CHANGE" in English: definitions, translations, synonyms, pronunciations, examples, and grammar insights - all in one complete resource.
CHANGE Definition & Meaning - Merriam-Webster
The meaning of CHANGE is to make different in some particular : alter. How to use change in a sentence. Synonym Discussion of Change.
Change starts here · Change.org
Change.org is an independent, nonprofit-owned organization, funded entirely by millions of users just like you. Stand with Change to protect the power of everyday people making a difference.
CHANGE | English meaning - Cambridge Dictionary
CHANGE definition: 1. to exchange one thing for another thing, especially of a similar type: 2. to make or become…. Learn more.
Change - definition of change by The Free Dictionary
n. 1. The act, process, or result of altering or modifying: a change in facial expression. 2. The replacing of one thing for another; substitution: a change of atmosphere; a change of …
Change - Definition, Meaning & Synonyms | Vocabulary.com
The noun change can refer to any thing or state that is different from what it once was. Change is everywhere in life — and in English. The word has numerous senses, both as a noun and verb, …
Change Definition & Meaning - YourDictionary
To put or take (a thing) in place of something else; substitute for, replace with, or transfer to another of a similar kind. To change one's clothes, to change jobs.
Change: Definition, Meaning, and Examples - usdictionary.com
Dec 2, 2024 · "Change" is an essential term used to refer to a variety of processes or states indicating a difference in condition, position, or state. Embracing and understanding "change" …
What does change mean? - Definitions.net
What does change mean? This dictionary definitions page includes all the possible meanings, example usage and translations of the word change. the process of becoming different. The …
CHANGE Definition & Meaning | Dictionary.com
To change something is to make its form, nature, or content different from what it is currently or from what it would be if left alone. How is change different from alter?
CHANGE - Meaning & Translations | Collins English Dictionary
Master the word "CHANGE" in English: definitions, translations, synonyms, pronunciations, examples, and grammar insights - all in one complete resource.
