Managing Change Text And Cases

Managing Change: Cases and Concepts, 3e by Todd Jick and Maury Peiperl is comprised of six modules that introduce common threads in the ensuing case studies and readings on organizational change. The materials in this edition--cases and readings--have been chosen and arranged to introduce change as an integrated process. Cases in the text represent a wide variety of change situations. Accompanying many cases are readings, likewise chosen to reflect a broad range of issues. Some readings provide theoretical underpinnings for a case, supporting the action: others challenge the action with alternative viewpoints. Still others provide broader context--views of the changing world, for example, or commentaries on how we look at change; ideas that go well beyond the issues in any particular case.

Managing Change: Text and Cases, 2nd Edition, by Todd Jick and Maury Peiperl is a thoroughly revised version of a well-received volume on the scholarship of change in organizations. It is comprised of six modules that introduce common threads in the ensuing case studies and readings on organizational change. Of the 48 items in this book, 31 are new to this edition. The module introductions have been thoroughly revised; one modular introduction (Module 6, Continuous Change) is brand new.

Managing Change: Cases and Concepts, 3e by Todd Jick and Maury Peiperl is comprised of six modules that introduce common threads in the ensuing case studies and readings on organizational change. The materials in this edition—cases and readings—have been chosen and arranged to introduce change as an integrated process. Cases in the text represent a wide variety of change situations. Accompanying many cases are readings, likewise chosen to reflect a broad range of issues. Some readings provide theoretical underpinnings for a case, supporting the action: others challenge the action with alternative viewpoints. Still others provide broader context—views of the changing world, for example, or commentaries on how we look at change; ideas that go well beyond the issues in any particular case.

Every leader understands the burning need for change–and every leader knows how risky it is, and how often it fails. To make organizational change work, you need to base it on science, not intuition. Despite hundreds of books on change, failure rates remain sky high. Are there deep flaws in the guidance change leaders are given? While eschewing the pat answers, linear models, and change recipes offered elsewhere, Paul Gibbons offers the first blueprint for change that fully reflects the newest advances in mindfulness, behavioral economics, the psychology of risk-taking, neuroscience, mindfulness, and complexity theory. Change management, ostensibly the craft of making change happen, is rife with myth, pseudoscience, and flawed ideas from pop psychology. In Gibbons’ view, change management should be “euthanized” and replaced with change agile businesses, with change leaders at every level. To achieve that, business education and leadership training in organizations needs to become more accountable for real results, not just participant satisfaction (the “edutainment” culture). Twenty-first century change leaders need to focus less on project results, more on creating agile cultures and businesses full of staff who have “get to” rather than “have to” attitudes. To do that, change leaders will have to leave behind the old paradigm of “carrots and sticks,” both of which destroy engagement. “New analytics” offer more data-driven approaches to decision making, but present a host of people challenges—where petabyte information flows meet traditional decision-making structures. These approaches will have to be complemented with “leading with science”—that is, using evidence-based management to inform strategy and policy decisions. In The Science of Successful Organizational Change , you'll learn: How the VUCA (Volatile, Uncertain, Complex, and Ambiguous) world affects the scale and pace of change in today’s businesses How understanding of flaws in human decision-making can help leaders guide their teams toward wiser strategic decisions when the stakes are largest—including “when to trust your guy and when to trust a model” and “when all of us are smarter than one of us” How new advances in neuroscience have altered best practices in influencing colleagues; negotiating with partners; engaging followers' hearts, minds, and behaviors; and managing resistance How leading organizations are making use of the science of mindfulness to create agile learners and agile cultures How new ideas from analytics, forecasting, and risk are humbling those who thought they knew the future–and how the human side of analytics and the psychology of risk are paradoxically more important in this technologically enabled world What complexity theory means for decision-making in the context of your own business How to create resilient and agile business cultures and anti-fragile, dynamic business structures To link science with your "on-the-ground" reality, Gibbons tells “warts and all” stories from his twenty-plus years consulting to top teams and at the largest businesses in the world. You'll find case studies from well-known companies like IBM and Shell and CEO interviews from Nokia and Barclays Bank.

This book is a comprehensive Human Resource (HR) handbook (covering all the basic & advanced aspects) which deals with a strategic approach to Human Resource Management, focusing on three-way linkages among strategy, people, and performance. It examines important new areas of HR practice in-depth, such as: • Managing Workplace Relations in light of recent Legislative Changes • Transformational Outsourcing • Job Stress • Coaching and Mentoring • Work-Life Balance Issues • Motivation, Retention and Evaluation of the contribution of the HR function to the overall enterprise effectiveness This book will be helpful for undergraduate and postgraduate students in management and other professional courses. The Present Publication is the 2023 Reprint Edition, authored by Prof (Dr) Shikha Kapoor, with the following noteworthy features: • [Simple, Lucid & Easily Understandable Style] is followed for presenting the fundamentals of Human Resource Management • [Comprehensive Coverage supported by Data] from multifarious sources • [Extensive Coverage of Human Resource Development Topics] is included in this book • [Informative Tables, Summary Boxes & Useful Diagrams] are given in the book for easy comprehension • [Current Examples & Illustrations] are liberally used to convey information in an uncomplicated manner • [Pedagogical Features] such as: o Exhibits o Chapter-end Questions & Problems o Summary o Assignments o Key Terms o Recapitulation of the Topics • [Case Studies] are included in this book to give practical insights into the application of management concepts • [Recent Changes in Human Resource] are highlighted in each chapter, including but not limited to: o HR-Competency Mapping o IHRM o HRIS o Talent Management o Employee Engagement o HR Audits o Transformational HR o Outsourcing in HR o Mentoring o Coaching o Corporate Social Responsibility o Green HR o Human Sigma The detailed contents of the book are as follows: • Human Resource – An Overview • Human Resource Strategies and Planning • Training and Development of Human Resource • Appraising and Managing Performance • Compensation Management and Incentives • Employee Relations – Overview • Organisational Change and Development • Employee Health, Safety and Welfare • Human Resource Accounting and Information Technology • International HRM and Emerging Issues

For undergraduate and graduate courses in Organization Theory, Organizational Change, Macro-Organizational Behavior, Organizational Analysis, and Strategy Implementation. This text provides the most current, thorough, and contemporary account of the factors affecting the organizational design process.