Managing Change/Changing Managers

By Julian Randall | Go to book overview

Figures
1.1 Two dimensions, four paradigms for organizational analysis 15
2.1 Forces affecting flight 30
2.2 Demand/supply curves 31
2.3 Example of a Case Analysis Form 39
3.1 Congruence model 56
3.2 Leavitt's diamond 57
3.3 An input-process-output model of Dunlop's system of industrial relations 60
3.4 Problems of change and implications for change management 61
3.5 Implications for change management and related action steps 62
3.6 The structure underlying actions 71
3.7 Structures that underlie complex situations 72
4.1 A schematic summary of conceptual categories 89
5.1 Schein's cultural layers model 118
6.1 Commitment mapping 142
7.1 Steps in the TQM process 170
7.2 Diagram of interrelated factors affecting change 177
7.3 Managing integration paths 178
7.4 Links between competitive drivers 178
8.1 Decision flow diagram 188
8.2 Structure diagram before change 189
8.3 Structure diagram after change 189
8.4 Precedence network 190
8.5 Hospital training budget spreadsheet 194
8.6 Hospital training budget spreadsheet 194
8.7 Linked issues in a change programme 197
8.8 Building blocks for change 198
8.9 Cyclical processes in action 206
8.10 Action research and action learning 207

-ix-

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Managing Change/Changing Managers
Table of contents

Table of contents

  • Title Page iii
  • Contents v
  • Figures ix
  • Tables x
  • Boxes xi
  • Acknowledgements xii
  • Introduction 1
  • Chapter 1 - Finding Your Way In 3
  • Chapter 2 - Thinking About Change 27
  • Chapter 3 - Managing Systems 53
  • References and Further Reading 76
  • Chapter 4 - Individuals and Change 79
  • Chapter 5 - Cultural Transformation 105
  • Chapter 6 - N-Step Models 133
  • Chapter 7 - Programmed Approaches to Organizational Change 157
  • Chapter 8 - Project Management 185
  • Chapter 9 - Change Agency 219
  • Chapter 10 - Conclusions 247
  • References and Further Reading 252
  • Index 253
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