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This work addresses the human and social dynamics of change on organization members. The effects of such changes ultimately influence the success or failure of the organization's change initiatives. Rather than focus on the "process" or "technology" of change, as many previous works have done, the premise of this work is to address the human dynamics that are crucial for any change initiative to be effective. In essence, Jackson emphasizes that people do indeed come first for any plan involving organizational change. Other important factors addressed in Organizational Development include: considering the entire organization and understanding that each change affects the entity as a whole; recognizing organizational learning as a key to inspiring members to learn together; and the development of a cadre of leaders who are willing to take the organization forward as opposed to solitary leadership. This work is ideal for students or practitioners of Organization Development (OD), and provides methods and practices that focus on improving the effectiveness of organizations.
Introducing the principles of complexity science, this innovative text illustrates how different kinds of organizational can become more effective, democratic and sustainable by using these powerful ideas.
This handbook focuses on the complex processes and problems of organizational change and relates current knowledge of individual and group psychology to the understanding of the dynamics of change. Complementary and competing insights are presented as overviews of theory and research Offers helpful insights about choosing models and methods in specific situations Chapters by international authors of the highest quality
This quantitative study uses the history of Stanford University to develop speculations about the ways in which written rules change. It contributes both to a theory of rules and to theories of organizational decision-making, change, and learning.
Outlines methodologies for diagnosing and dealing with the "hidden" or covert factors that can subtly sabotage even the most meticulously planned change processes.
This classic, newly updated, is an indispensable source for anyone–from mid-level managers to CEOs–who must execute key business initiatives quickly and effectively. Once groundbreaking and now time-honored, Managing at the Speed of Change has helped countless business leaders learn how to orchestrate transitions vital to their organizations’ success. Rather than focusing on what to change, this book’s aim is far more valuable: It shows readers how to change. Daryl R. Conner, founder and chairman of the consulting firm Conner Partners, is a leading expert on change management. He has served as “change doctor” for clients that include non-profit enterprises, government agencies and administrations, and Fortune 500 companies in an array of industries such as Abbott Laboratories, PepsiCo, American Express, Catholic Healthcare West, JPMorgan Chase, and the U.S. Navy. Based on Conner’s long-term research and his decades of consulting experience, Managing at the Speed of Change uses simple, easy-to-understand language and elegant visuals to explore the dynamics of change, and in doing so, teaches readers • why major change is difficult to assimilate • what distinguishes resilient individuals from those who suffer future shock • how and why resistance forms • how people become committed to change • why organizational culture is so important to the success of change • the roles most central to change in organizational settings • why powerful teamwork is at the heart of achieving change objectives, and how to foster it In this pioneering book, updated for the twenty-first century, Conner demonstrates how both individuals and organizations can develop the capacity not only to endure change but to thrive on it.
This book addresses Social Network Analysis (SNA) as a methodological approach in the field of Egyptology, exploring its possibilities, limitations, and applications within the discipline. Social Network Analysis is a sociological, graph theory-based approach used to investigate social structures created by patterns of relationships (ties or links) between actors (nodes), which has been utilised by scholars in other areas of ancient history. The book first provides readers with basic information on the theoretical background of methods applied in SNA, as well as network theory and Actor-Network Theory (ANT) more generally. It discusses the history of SNA specifically within the discipline of Egyptology, evaluating the advantages and limitations of this approach when applied to different types of datasets, such as written sources and material records. The author then explores a case study, examining the potential of network modelling on datasets from the Abydos votive zone during the Middle Kingdom period (c. 2040-1750 BC). The book highlights how SNA and network theory can be useful supplementary tools alongside more traditional research approaches in Egyptology for a more comprehensive understanding of social relations and interconnections in ancient contexts. Social Network Analysis and Egyptology is suitable for students and scholars working on Egyptology who are interested in SNA methodology, as well as those working on Classical and Ancient Near Eastern archaeology and history. It also appeals to those interested in network research and theory more broadly. Colour versions of images in this book can be found in the Support Material: www.routledge.com/9781032599632.
Essay from the year 2014 in the subject Business economics - Business Management, Corporate Governance, grade: 88%, , course: Conflict Specialists as Leaders, language: English, abstract: The pace of change is much greater today than it was a century ago, and in order for organizations to be successful under these changing circumstances, the presence of strong leadership is needed. Because change is a natural and inevitable process in organizations, as well as the way for organizational growth and success, leaders should embrace change and assist others in the process. Additionally, effective change leadership involves addressing human needs, as well as issues associated with the process. However, organizational change is underpinned by a vision and set of values, which may or may not be shared by everyone. The paper concludes that effective change management is a combined effort between leaders and employees, which ensures that organizational change fits with the people in the organization and that everyone’s needs are met.