This book offers a holistic introduction to Organizational Change Management through a distinct and timely perspective of organizational change agency. It takes a highly practical and unique approach, with cutting-edge chapters on digital transformation, creativity, power and inclusivity and diversity.
Key features include:
Case Studies based on real companies, which can be used to study chapter topics across a variety of international contexts, industries, and organizational forms.
Experiential and Discussion Activities which provide an opportunity to gain invaluable insight needed in the workplace.
Il libro offre una ampia trattazione della gestione del cambiamento organizzativo attraverso una prospettiva originale, e particolarmente attuale, legata agli agenti del cambiamento (change makers). Il libro combina teoria e pratica, e offre capitoli all’avanguardia sulla trasformazione digitale, creatività collettiva, potere nelle organizzazioni, inclusività e diversità. Il libro include anche casi di studio basati su organizzazioni reali, che possono essere utilizzati per applicare gli argomenti dei diversi capitoli in una varietà di contesti internazionali, settori e forme organizzative. Inoltre, il libro propone numerose attività esperienziali e di discussione che offrono l'opportunità di sviluppare riflessioni preziose e necessarie per chi opera (o opererà) in contesti organizzativi e aziendali.
Danielle Tucker is a Reader at Essex Business School, University of Essex, UK
Stefano Cirella is a Professor at the Department of Industrial engineering, University of Trento and a Reader at Essex Business School, University of Essex, UK
Paul Kelly is a Lecturer at Essex Business School, University of Essex, UK
From Introduction (pag.1-2)
Why a textbook on organizational change?
[...] This textbook offers a holistic introduction to organizational change management through a distinct and timely perspective of organizational change agency. It provides an overview of approaches and views which contribute to the perspectives of change makers about how they can enact change from within their organizations. Combining theory and practice, we suggest relevant managerial techniques to harness change emerging from a people-orientated perspective and a critical perspective on the implications of various strategies for change.
Throughout this book we use the term change maker to describe organizational members who become the architects and builders of change in organizations. Researchers have criticized change management research for the lack of conceptual clarity around agent roles (Chreim et al, 2012, Parry, 2003, Tucker et al, 2015) and we argue that part of the challenge of understanding the contribution of change makers is due to the use of different definitions and interpretations of change roles in different organizations, making it hard to gain a clear picture of how they add value. To make change, is to construct, create or concoct something new, from the resources available. Change makers are proactive and purposeful in promoting and enabling change (Dopson et al 2010, Greenhalgh et al, 2004, Locock et al 2001). Change makers imagine creative ideas and craft innovative solutions to problems and engage in collaborative work and processes of organizational re-design (Mohrman & Cummings, 1989) .
Our approach places change experience as a starting point. It identifies and targets lessons for current or future professionals who become change makers. Such individuals play a pivotal role in change implementation but are bounded by the ultimate decision-making power of others, typically senior leaders, executives, or business owners. This focus means we place relationships and people at the heart of organizational change and offer practical training to help develop skills of communicating change; learning about change; influencing key stakeholders; handling digital data and information; consulting, supporting, and exploring. We discuss not simply how to ‘do change’, but how to understand the implications of organizational changes.
[...] To achieve this, we approach change in a way that promotes inclusivity and collaborative practices by highlighting how change makers are the key to employee voice and action-based knowledge sharing. Another relevant challenge is to understand how both social and technological complexities shape change. We characterise this as socio-digital change. These themes are incorporated throughout the book.
Courtesy by Sage