Leading Organizational Changes / Victor A. Pushnykh.

Format:

Book

Author/Creator:

Pushnykh, Victor A., author.

Series:

Organization, Business and Management Series

Language:

English

Subjects (All):

Organizational change--Management.

Organizational change.

Physical Description:

1 online resource (215 pages)

Edition:

First edition.

Place of Publication:

New York : Nova Science Publishers, Inc., [2024]

Summary:

"The high speed of technical and technological progress in combination with rapid social changes requires modern organizations to be able to react rapidly to changes in the environment. Naturally enough, organizations need to renew their products, technical equipment and technologies in order to not only survive, but also to advance in these conditions. But what is not less important, organizations need also deep changes in their philosophy, culture and strategy. But such changes do not happen per se, they have to be specially managed. In order to provide all mentioned changes the organization leadership needs in clear understanding the existing and desired states of organization as well as the methods of transition from existing to desired state. There are a tremendous number of books and articles representing various points of view on deep changes, but there is no one textbook which provides students and practical managers with an opportunity to learn about this issue from different points of view without spending a lot of time on searching and reading a great number of literary sources. The book is aimed to eliminate this shortcoming. Designed to be a hands-on resource it includes descriptions of the most popular approaches to planning and implementing deep changes. Meanwhile, the book is rather intended to make managers think, to assist them in their search for an individual way of changes than to provide them with a series of prescriptions on how to plan and to implement deep changes"-- Provided by publisher.

Contents:

Intro

Contents

Introduction

Acknowledgments

Chapter 1

The Meaning and Common Attributes of Deep Changes

Abstract

1.1. What Are Deep Organizational Changes?

1.2. Discontinuity of Deep Changes

1.3. Where Is the Future Coming from?

1.4. Positives and Negatives of Deep Changes

1.5. Deep Changes as Changes of Mental Models

Questions and Tasks

References

Chapter 2

The Systems Approach to an Organization

2.1. The Organization as a System

2.2. Properties of Organizational Systems and Their Influence on Deep Changes

2.3. Feedback in Systems

Chapter 3

Implementation of Deep Changes in Organizations

3.1. Framework of Deep Changes

3.2. Organizational Consulting by the Implementation of Deep Changes

3.3. Methods for the Identification of the Initial and Final Status of the Organization

3.3.1. Analysis of Life Cycle

3.3.2. Analysis of Organizational Pathologies

3.3.3. SWOT Analysis

3.3.4. PEST-Analysis

3.3.5. Porter Five Forces Analysis

3.3.6. 3C-Model

3.3.7. 4P-Model

3.3.8. 7S-Model

3.3.9. Hard Systems Thinking

3.3.10. System Dynamics (The Fifth Discipline)

3.3.11. Organizational Cybernetics

3.3.12. Exploring Purposes (SAST methodology).

3.3.13. Interactive Planning

3.3.14. Soft Systems Methodology

3.3.15. Critical Systems Heuristics

3.3.16. Team Sintegrity

3.3.17. Postmodern Systems Thinking

3.3.18. Applied Systems Analysis

3.4. Why Do Organizations Avoid Deep Changes?

Chapter 4

Change in Organizational Strategy

4.1. Direct Planning

4.2. Context-Dependent Planning

Chapter 5

Change in Organizational Culture

5.1. Definition of Organizational Culture.

5.2. Correspondence between Organizational Strategy and Organizational Culture

5.3. How Organizational Culture Impacts Upon the Effectiveness of an Organization

5.4. Structure of Organizational Culture. Goal-Oriented and Value-Oriented Organizations

5.5. Organizational Culture Generation

5.6. Organizational Culture Promotion Procedures

5.7. Means for Diagnosing Organizational Culture

5.7.1. Clinical Methods of Diagnosing Organizational Culture

5.7.1.1. General Meaning of the Clinical Method and Ways of Realizing this Method

5.7.1.2. Spiral Dynamics

5.7.2. Quantitative Methods of Diagnosing Organizational Culture

5.7.2.1. The OCAI-Method

5.7.2.2. C. Handy's Method

5.7.2.3. D. Denison's Method

5.7.2.4. G. Hofstede's Method

Chapter 6

Role of the Organizational Leader in Implementing Deep Changes

6.1. The Head of an Organization: Leader or Manager?

6.2. Role of the Leader by Implementing Deep Changes

6.3. Resistance to Changes and How It Can Be Overcome

Chapter 7

Implementing Deep Changes

7.1. Implementing the Deep Changes According to K. Lewin

7.2. Harvard Outlines for Deep Changes

7.3. The Katzenbach Center Approach to Deep Changes

7.4. Leading Changes According to I. Adizes

7.5. Deep Changes According to I. Ansoff

Conclusion

About the Author

Index

Blank Page.

Notes:

Includes bibliographical references and index.

Description based on publisher supplied metadata and other sources.

Description based on print version record.

Other Format:

Print version: Pushnykh, Victor A. Leading Organizational Changes

ISBN:

9798891139435