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OverviewThis book challenges the practice or organizational change programmes. It uses two case studies in depth to illustrate that consulting companies can often get it wrong. Senior managers often do not know enough about managing change. The text is arranged around eight deadly sins to avoid in the practice of change: self-deception of the change agents rather than self-awareness; destruction of the identity of the organization caused by arrogance; especially of the large consulting companies; destruction of cohesion; gobbledygook language; concentrating on structural change, not behavioural change; making the organization worse, not better; the intelligence in resistance; and the deep trauma of redundancy. The author's main objective is to get academics and practitioners to stop and think about what they are doing when they work with organizations. Organizational Change in Practice will be of interest to business professionals seeking to understand how change can impact their organization as well as organizational consultants. Full Product DetailsAuthor: Annamaria GardenPublisher: Taylor & Francis Ltd Imprint: Routledge Weight: 0.190kg ISBN: 9781032097091ISBN 10: 1032097094 Pages: 152 Publication Date: 30 June 2021 Audience: College/higher education , Professional and scholarly , Tertiary & Higher Education , Professional & Vocational Format: Paperback Publisher's Status: Active Availability: In Print  This item will be ordered in for you from one of our suppliers. Upon receipt, we will promptly dispatch it out to you. For in store availability, please contact us. Table of ContentsIntroduction Part I Change can make your organization worse Part II Change can make your organization better Part III Resistance and reactions Part One: Making the organization worse Chapter One: Self-awareness and self-deception Chapter Two: The destruction of the identity of the organization Chapter Three: Destroying cohesion in the organization Part II: Making the organization better Chapter Four: Gobbledygook Chapter Five: Behaviour not just strategy and structure Chapter Six: How do you know if the organization is better or worse? Part III Resistance and reactions to change Chapter Seven: Resistance from Intelligent People Chapter Eight: The Deep Trauma of RedundancyReviewsAuthor InformationDr Annamaria Garden is an independent organizational consultant. She has over 20 years experience in the field of organizational change and has experience running her own self-employed consulting and facilitation practice in London, gaining a reputation for being creative, leading edge and dependable. Tab Content 6Author Website:Countries AvailableAll regions |
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