Learning to cope with and manage change is the most important challenge facing the organizations in which we work. Fully revised and now in paperback, the purpose of this book is to demonstrate how training interventions can be used to help manage change. It is a practical and integrated overview of many different approaches and methods, and includes new material on the learning organization. The text draws of a wide rage of sources to cover change on three overlapping levels: the organization, the team and the individual. This practical text is supplemented by self-analysis instruments, organization-related tasks, case studies of practice and examples of development activities. It will be important reading for all trainers, managers, HRM practitioners and HRD professionals.
Managing Change in Organizations: A Practice Guide is unique in that it integrates two traditionally disparate world views on managing change: organizational development/human resources and portfolio/program/project management. By bringing these together, professionals from both worlds can use project management approaches to effectively create and manage change. This practice guide begins by providing the reader with a framework for creating organizational agility and judging change readiness.
In his first complete text on the ADKAR model, Jeff Hiatt explains the origin of the model and explores what drives each building block of ADKAR. Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change, and provides a powerful foundation to help you succeed at change.
This celebrated book, newly revised and updated, is a comprehensive treatment of organizational training and development: its basic ideas, organizational goals, and practical techniques. Dugan Laird, noted trainer, consultant, and author, shares his considerable experience in the whole field of human resource development and job-related training. The key to this book's ongoing popularity is its practicality: Laird's concern with the real-life problems and needs of T&D professionals. When and how should training be used, and what methods and techniques have worked and will work? The author's answers are supplemented by simple-to-follow process charts that outline each step of an effective training system. For this Second Edition, Laird has added material on new training technologies such as video and computer assisted instruction, explaining how and when they should be used to supplement traditional instructional techniques. How do you find training needs? What do you do when you don't give training? Learning objectives: who needs them? How do people learn? How important is teaching technique?
From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.
The Effective Change Manager's Handbook helps practitioners, employers and academics define and practise change management successfully and develop change management maturity within their organization. A single-volume learning resource covering the range of knowledge required, it includes chapters from established thought leaders on topics ranging from benefits management, stakeholder strategy, facilitation, change readiness, project management and education and learning support. The Effective Change Manager's Handbook covers the whole process from planning to implementation, offering practical tools, techniques and models to effectively support any change initiative. The editors of The Effective Change Manager's Handbook - Richard Smith, David King, Ranjit Sidhu and Dan Skelsey - are all experienced international consultants and trainers in change management. All four editors worked on behalf of the Change Management Institute to co-author the first global change management body of knowledge, The Effective Change Manager, and are members of the APMG International examination panel for change management.
In today's complex work world, things no longer get done simply because someone issues an order and someone else follows it.Most of us work in socially intricate organizations where we need the help not only of subordinates but of colleagues, superiors, and outsiders to accomplish our goals. This often leaves us in a "power gap" because we must depend on people over whom we have little or no explicit control.This is a book about how to bridge that gap: how to exercise the power and influence you need to get things done through others when your responsibilities exceed your formal authority.Full of original ideas and expert insights about how organizations—and the people in them—function,Power and Influencegoes further, demonstrating that lower-level personnel also need strong leadership skills and interpersonal know-how to perform well.Kotter shows how you can develop sufficient resources of "unofficial" power and influence to achieve goals, steer clear of conflicts, foster creative team behavior, and gain the cooperation and support you need from subordinates, coworkers, superiors—even people outside your department or organization.He also shows how you can avoid the twin traps of naivete and cynicism when dealing with power relationships, and how to use your power without abusing it.Power and Influenceis essential for top managers who need to overcome the infighting, foot-dragging, and politicking that can destroy both morale and profits; for middle managers who don't want their careers sidetracked by unproductive power struggles; for professionals hindered by bureaucratic obstacles and deadline delays; and for staff workers who have to "manage the boss."This is not a book for those who want to "grab" power for their own ends. But if you'd like to create smooth, responsive working relationships and increase your personal effectiveness on the job, Kotter can show you how—and make the dynamics of power work for you instead of against you.
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
Black & white print. Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic management, as well as behavioral areas such as motivation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters.
