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The only way to achieve successful business change is by engaging
employees and making the transformation people-centric. This book
explains how to achieve this. Written by a leading voice in the
change management industry who has both academic and practitioner
experience, People-Centric Organizational Change is practical guide
for change professionals and postgraduate students. It covers
everything from what people-centric change is and why it's
essential to engage people with the change through to the
importance of the communication of change and how to do this
effectively with a distributed workforce in a hybrid working
environment. Using evidence-based research, this book fully
explores the human dynamic of change, explains how to promote
collaboration between colleagues and shows how to involve line
managers in the change process. There is also advice on how to
encourage staff to see change as an opportunity rather than a
threat. People-Centric Organizational Change also includes
discussion of the impact of change on employee wellbeing as well as
the relationship between Equality, Diversity and Inclusion (EDI)
and change. There is also advice on how to build people-centric
initiatives into an overall change strategy. It is full of country
agnostic tools and tips that can be used across cultures as well as
frameworks and skills that can be applied in public, private and
third sector settings. Global case studies and examples throughout
help to put the content into context and show how a people-first
approach to change works in practice. Online resources include
PowerPoint slides for each chapter.
The aim of this book is to explore the contribution HR can make to
how organizations enact change within the context of an environment
of increasing complexity driven by global forces for change. In
particular the book focuses on the role of HR in creating value for
organizations and engaging stakeholders during transformations.
This aim is achieved in several distinct ways. First, a critical
perspective is provided of the role of HR in organizational change
by examining evidence-based theories, models and frameworks.
Second, the book is grounded in empirical evidence from a study
conducted by the authors amongst managers and HR professionals
across the globe. This provides unique data on the challenges and
opportunities which the practice of HR faces within the context of
organizational change. Third, consideration is given as to how HR
can play an active and constructive role in co-creating sustainable
change with managers, employees and other stakeholders. Fourth, the
book identifies the capabilities required by HR professionals in
order to engage effectively with organizational change. Finally,
aware of the dangers of prescriptive lists, the HR practices
offered in this book are provided as a basis for amendment, as
necessary, by readers depending upon the context of individual
organizations. The book will be of value to practising HR
professionals as well as students studying HRM and change and
development in organizations. Our proposal in this book is that
since people are of significant importance to the success of
change, and HR knowledge and expertise is vital to the experience
and engagement of individuals and teams, internal and external to
the organization, there needs to be clarity about the role of HR in
transformations. We suggest that HR's raison d'etre is to focus on
the people aspect of organizational change and that this needs to
be done within the context of improving organizational
effectiveness and wellbeing.
The only way to achieve successful business change is by engaging
employees and making the transformation people-centric. This book
explains how to achieve this. Written by a leading voice in the
change management industry who has both academic and practitioner
experience, People-Centric Organizational Change is practical guide
for change professionals and postgraduate students. It covers
everything from what people-centric change is and why it's
essential to engage people with the change through to the
importance of the communication of change and how to do this
effectively with a distributed workforce in a hybrid working
environment. Using evidence-based research, this book fully
explores the human dynamic of change, explains how to promote
collaboration between colleagues and shows how to involve line
managers in the change process. There is also advice on how to
encourage staff to see change as an opportunity rather than a
threat. People-Centric Organizational Change also includes
discussion of the impact of change on employee wellbeing as well as
the relationship between Equality, Diversity and Inclusion (EDI)
and change. There is also advice on how to build people-centric
initiatives into an overall change strategy. It is full of country
agnostic tools and tips that can be used across cultures as well as
frameworks and skills that can be applied in public, private and
third sector settings. Global case studies and examples throughout
help to put the content into context and show how a people-first
approach to change works in practice. Online resources include
PowerPoint slides for each chapter.
For those bold enough to lead in this age of austerity, the
challenges are immense. Seismic shifts have taken place in the
public and third sectors. Political, economic, technological, and
social change are driving profound transformation of organizational
models, making predictability and stability elusive. The combined
effects of the economic downturn and cutbacks in spending are
hitting leaders in the public and third sectors hard. Written by
leaders in these sectors, this book provides an opportunity for the
voices of those rarely considered in the literature on leadership
to be heard. Each leader has contributed their personal reflections
of what leadership means to them and their experience of it. They
also consider the complex challenges they face as they grapple with
changes in the economy, polity and society. Public and Third Sector
Leadership: Experience Speaks provides an analysis of the research
in the public and third sectors and the reflections written by each
leader, highlighting the key themes from each sector. This is a
unique opportunity to hear from the men and women who have
demanding leadership positions in the public and third sectors in
the UK today.
For those bold enough to lead in this age of austerity, the
challenges are immense. Seismic shifts have taken place in the
public and third sectors. Political, economic, technological, and
social change are driving profound transformation of organizational
models, making predictability and stability elusive. The combined
effects of the economic downturn and cutbacks in spending are
hitting leaders in the public and third sectors hard. Written by
leaders in these sectors, this book provides an opportunity for the
voices of those rarely considered in the literature on leadership
to be heard. Each leader has contributed their personal reflections
of what leadership means to them and their experience of it. They
also consider the complex challenges they face as they grapple with
changes in the economy, polity and society. Public and Third Sector
Leadership: Experience Speaks provides an analysis of the research
in the public and third sectors and the reflections written by each
leader, highlighting the key themes from each sector. This is a
unique opportunity to hear from the men and women who have
demanding leadership positions in the public and third sectors in
the UK today.
Change in organizations is all about people: it is people who plan,
prepare for and implement change, and who are affected by it in the
daily course of their work. Yet there is a tendency to focus on
quantifiable and often more easily solved technical aspects of
implementing organizational change programmes, and ignore the
complex ways that these will impact individuals. Providing an
evidence-based analysis of change in organizations, Managing and
Leading People Through Organizational Change is written for
practitioners responsible for change programmes and postgraduate
students of organizational change. This updated edition
demonstrates the importance of understanding the effects of change
on individuals and engaging them collaboratively through the
transformation journey. Featuring new material on individual
wellbeing and the impact of technological advances on the
workplace, this book sets out frameworks, practical approaches and
recommendations for communicating with and leading individuals,
teams and organizations through change. Full of exercises,
interviews and case studies from across the globe, this book is an
essential resource for leaders and students enabling them to
achieve sustainable benefits of change at work.
Change in organizations is all about people: it is people who plan,
prepare for and implement change, and who are affected by it in the
daily course of their work. Yet there is a tendency to focus on
quantifiable and often more easily solved technical aspects of
implementing organizational change programmes, and ignore the
complex ways that these will impact individuals. Providing an
evidence-based analysis of change in organizations, Managing and
Leading People Through Organizational Change is written for
practitioners responsible for change programmes and postgraduate
students of organizational change. This updated edition
demonstrates the importance of understanding the effects of change
on individuals and engaging them collaboratively through the
transformation journey. Featuring new material on individual
wellbeing and the impact of technological advances on the
workplace, this book sets out frameworks, practical approaches and
recommendations for communicating with and leading individuals,
teams and organizations through change. Full of exercises,
interviews and case studies from across the globe, this book is an
essential resource for leaders and students enabling them to
achieve sustainable benefits of change at work.
The aim of this book is to explore the contribution HR can make to
how organizations enact change within the context of an environment
of increasing complexity driven by global forces for change. In
particular the book focuses on the role of HR in creating value for
organizations and engaging stakeholders during transformations.
This aim is achieved in several distinct ways. First, a critical
perspective is provided of the role of HR in organizational change
by examining evidence-based theories, models and frameworks.
Second, the book is grounded in empirical evidence from a study
conducted by the authors amongst managers and HR professionals
across the globe. This provides unique data on the challenges and
opportunities which the practice of HR faces within the context of
organizational change. Third, consideration is given as to how HR
can play an active and constructive role in co-creating sustainable
change with managers, employees and other stakeholders. Fourth, the
book identifies the capabilities required by HR professionals in
order to engage effectively with organizational change. Finally,
aware of the dangers of prescriptive lists, the HR practices
offered in this book are provided as a basis for amendment, as
necessary, by readers depending upon the context of individual
organizations. The book will be of value to practising HR
professionals as well as students studying HRM and change and
development in organizations. Our proposal in this book is that
since people are of significant importance to the success of
change, and HR knowledge and expertise is vital to the experience
and engagement of individuals and teams, internal and external to
the organization, there needs to be clarity about the role of HR in
transformations. We suggest that HR's raison d'etre is to focus on
the people aspect of organizational change and that this needs to
be done within the context of improving organizational
effectiveness and wellbeing.
The success of organizational change in a world of increasing
volatility is highly dependent on the advocacy of stakeholders. It
is the link between strategic decision-making and effective
execution, between individual motivation and product innovation,
and between delighted customers and growing revenues. Only by
engaging stakeholders does change have a chance to be successful.
This book presents a coherent and practical view of how
organizations might engender engagement with organizational change
within their operational, tactical and strategic practices. It does
this by providing a comprehensive review of the theoretical and
empirical works on engagement and change from a variety of academic
and practical perspectives. The academic research presented in this
book is reinforced by research from consultancies as well as
insights from practitioners that provide timely evidence.
Ultimately the aim is to help raise awareness of the need to foster
engagement with OC through a stakeholder perspective and how this
can be done successfully within organizations across the globe.
Employee Engagement for Organizational Change is a valuable
textbook for advanced undergraduate and postgraduate students of
organizational change, employee engagement, human resource
management and leadership. Its balance of theory and practice also
makes it a reliable resource for HR and organizational development
practitioners.
This book presents and theorises research findings into why and how
school principals play a critical role in engaging parents and
their school communities to enhance student learning and wellbeing.
It highlights the imperative of parent engagement as evidenced by
clear, consistent findings from research over the last fifty years
and government reforms, policies and frameworks internationally and
nationally in Australia which have been driven by the weight of
this evidence. It focuses on a research project conducted from 2016
to 2017, titled 'Principal leadership for parent-school-community
engagement in disadvantaged schools'. This project investigated
four principals identified as successful in parent engagement based
on findings of state-wide survey research of principals and
presidents of parents and citizens' associations in 2014 in
Queensland, Australia. This book offers theoretical and empirical
evidence based on literature for the qualities successful
principals in parent engagement exhibit, and the strategies they
take to achieve parent and community engagement. It shows how the
concept of agency as achievement can be used by educators and
public policy makers to enable school leaders and teachers to adopt
qualities and strategies that will engage parents in their child's
learning and wellbeing, so that improved outcomes for their child
and schools can result.
The success of organizational change in a world of increasing
volatility is highly dependent on the advocacy of stakeholders. It
is the link between strategic decision-making and effective
execution, between individual motivation and product innovation,
and between delighted customers and growing revenues. Only by
engaging stakeholders does change have a chance to be successful.
This book presents a coherent and practical view of how
organizations might engender engagement with organizational change
within their operational, tactical and strategic practices. It does
this by providing a comprehensive review of the theoretical and
empirical works on engagement and change from a variety of academic
and practical perspectives. The academic research presented in this
book is reinforced by research from consultancies as well as
insights from practitioners that provide timely evidence.
Ultimately the aim is to help raise awareness of the need to foster
engagement with OC through a stakeholder perspective and how this
can be done successfully within organizations across the globe.
Employee Engagement for Organizational Change is a valuable
textbook for advanced undergraduate and postgraduate students of
organizational change, employee engagement, human resource
management and leadership. Its balance of theory and practice also
makes it a reliable resource for HR and organizational development
practitioners.
Organizations are increasingly investing in consulting capabilities
to understand what changes they need to make to keep up the pace
with the competition and future-proof their business. Consultancy,
Organizational Development and Change is a guide for students and
internal and external consultants needing to develop the necessary
skills to consult in organizational settings where there is a great
deal of complexity. It tackles the issues posing the greatest
threat to the success of the change programme, including how to
adapt to rapidly shifting needs, deal with the emotional and
ethical issues that arise and ensure that the managers take full
ownership for the change so that 'business as usual' is
established. Complete with case studies from the 'Big Four'
consultancy groups as well as boutique firms, Consultancy,
Organizational Development and Change shows how to identify and
execute interventions in a variety of organizational settings to
deliver value. It provides guidance on how to develop a value
proposition; define, write and present the business case for the
proposed interventions; establish credibility and report on the
results.
Indispensable to understanding change, this unique text provides a
comprehensive examination of how change can be sustained within
organizations today. Featuring critical insights into theoretical
concepts and current international examples, the book provides an
accessible way for students to enhance their understanding and
develop the crucial skills need to be successful when managing and
leading change in organisations. Key Features: Synthesizes what is
known about change in organizations and then provides practical
ways of sustaining it Contains an international range of case
studies and interviews which link theory to practice throughout
Explores key contemporary topics such as power, politics, ethics
and sustainability for an enhanced understanding of current debates
and issues Activities, discussion questions and further reading in
each chapter test your understanding of the key concepts and
reinforce your learning End of book Glossary defines key terms, for
those new to studying change. Comes with access to additional
resources for students and lecturers including relevant SAGE
journal articles to encourage wider reading
This engaging and accessible textbook shows the importance and role
of organizational development around the world, within the context
of organizational change. Fostering an analytic approach to
organizational issues, it charts the evolution of the field and
shows how today OD fosters organizational effectiveness and
individual wellbeing. Firmly grounded in a global perspective, it
provides a contemporary analysis of OD and highlights the key
diagnostic and intervention techniques that can be used to build
organizational effectiveness. With a range of critical
perspectives, skills development exercises, and practitioner
insight, this book blends theory and practice to show OD's
conceptualization and its application to contemporary issues faced
by organizations. Suitable for upper undergraduate, postgraduate
and MBA level, this is the ideal textbook for anyone studying
organizational development.
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