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Organizational Change
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Organizational Change
An Action-Oriented Toolkit

Second Edition


October 2011 | 512 pages | SAGE India
Plan, implement, and evaluate organizational change

With the growing influence of the external environment on internal operations, organizations need to be able to adapt and change. Managers at all levels must diagnose organizational issues, develop a compelling vision, engage others in this collective journey, and bring change to fruition. This book helps leaders, managers, and students do just that.

Key Features: 
Takes a pragmatic, action-oriented approach: Frameworks are given to help readers understand, plan, implement, and evaluate change.
Emphasizes the measurement of change: Students will learn that measurement is crucial not only to determine the progress of change plans but also that measurement itself is a change tool.
Demonstrates principles and applications: Engaging, real-world examples, ‘Toolkit’ exercises, and cases illustrate theory and concepts.

New to this Edition: 
Streamlines the book’s Change Management Process model: This core figure, referenced in each chapter, helps students see the connections between topics and chapters.
- Includes new and updated examples: Contemporary cases explore organizational change issues in well-known corporations such as Dell Computers, the Home Depot, and Microsoft, as well as local community organizations.
Provides valuable instructor resources: A password-protected Instructor Teaching Site at www.sagepub.com/cawsey2e includes PowerPoint® presentations, sample instructor material, exercises and simulations with guidelines and notes for effective use, video resources, web resources, and supplemental journal articles and reading material.
 
Preface
 
Changing Organizations in Our Complex World
 
Change Frameworks for Organizational Diagnosis "HOW" to Change
 
Change Frameworks for Organizational Diagnosis "WHAT" to Change?
 
Building and Energizing the Need for Change
 
Navigating Change Through Formal Structures and Systems
 
Navigating the Informal Organization: Power and Culture
 
Managing Recipients of Change and Influencing Internal Stakeholders
 
Becoming a Master Change Agent
 
Action Planning and Implementation
 
Measuring Change - Designing Effective Control Systems
 
Summary Thoughts on Organization Change
 
Case Study
 
Index

As a CFO working in a crown corporation with a broad customer base, over 1,000 employees and annual revenues of over $1 billion, I have found this book to be a very helpful resource to support the change management efforts within our workplace.

Clearly well researched, it is a good read that has many timely examples of challenges faced in todays business environment. Its clear structure and layout do indeed make it a valuable tool in the toolkit as once you have read through it, it is easy to refer back to the chapters in the book that speak to the particular stage that you are at in any change management situation.

I highly recommend this book as a valuable resource to any organization facing significant organization change.

Canadian CFO
Amazon.com

The book is written in a logical way, with each chapter connected to the change management process using a clear diagram. This layout encourages students to engage in reading the book, because they can easily see the relevance of each chapter to the course topic...Given the importance of managing change at multiple levels, the authors have provided a wonderful reference and text for students to use and engage in.

Francine Schlosser, Ph.D.
Odette School of Business, University of Windsor

I have run a consulting organization focused on change for 25 years and have never been able to find a book I could recommend to my clients, who are practical people. This text filled that gap. Written with a practical focus it still covers all the major frameworks found in the academic literature. It is very well received when combined with actual change projects.

Michael J. Kay

The book is written in a logical way, with each chapter connected to the change management process using a clear diagram. This layout encourages students to engage in reading the book, because they can easily see the relevance of each chapter to the course topic...
Francine Schlosser, Ph.D., Odette School of Business, University of Windsor
The book is written in a logical way, with each chapter connected to the change management process using a clear diagram. This layout encourages students to engage in reading the book, because they can easily see the relevance of each chapter to the course topic...

Francine Schlosser,
Ph.D., Odette School of Business, University of Windsor

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Thomas F. Cawsey

Tupper F. Cawsey is professor emeritus of Business, Wilfrid Laurier University. He served as editor, Case Research Journal, for the North American Case Research Association. He has served on several boards of directors and was chair, Lutherwood Board from 2003–2008. Tupper was recognized nationally in 2001 as one of Canada’s top five business professors by receiving the Leaders in Management Education award, sponsored by PricewaterhouseCoopers and the National Post. He is also the 1994 recipient of the David Bradford Educator Award, presented by the Organizational Behavior Teaching Society, and the 1990 Wilfrid Laurier University ... More About Author

Gene Deszca

Gene Deszca is professor of Business Administration, a former MBA director, and currently the associate MBA director in the School of Business and Economics at Wilfrid Laurier University. He has played a variety of leadership roles at Laurier, including the development and launch of the full-time, one-year MBA program, the executive MBA program, and the undergraduate international concentration. He was instrumental in the development of the post-university professional accreditation programs for one of Canada’s major accounting bodies and was a member of their national board of directors for several years. He loves working with... More About Author

Cynthia A. Ingols

Cynthia Ingols is a professor of Practice, School of Management (SOM), Simmons College, Boston. At the SOM, she directs the internship program for undergraduate and MBA students and teaches courses in organizational change, career management, and leadership. Cynthia works extensively in the SOM’s executive education programs. She leads, for example, Strategic Leadership for Women, an executive education program with a global reach that strengthens the leadership skills and self-confidence of its international participants. In addition, she chairs the SOM’s Assessment of Learning (AOL) Committee, a group that asks: Are our students... More About Author

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