Changing Organizational Culture
The Change Agent′s Guidebook
Samenvatting
To alter an organization s culture, change agents must first understand its attitudes, beliefs and assumptions. Marc Schabracq s innovative new book is based on a fresh way of thinking that deals with both the functional and structural features of cultures. Focusing on the greatest barrier to organizational change – the attitudes and assumptions of people it offers three approaches that collectively assist the change process: changing goals through the leader; improving effectiveness through the members; and enriching assumptions through group dialogue. The scales, checklists and exercises are available online. A priceless resource for consultants and change agents,
Changing Organizational Culture is also valuable reading for senior managers and business students interested in the change process.
Specificaties
Inhoudsopgave
<p>Introduction.</p>
<p>Part I: Changing organizational culture.</p>
<p>Chapter 1. Organizational culture.</p>
<p>Chapter 2. Assessing the organization and cultural change.</p>
<p>Chapter 3. Everyday reality, attitude and leadership.</p>
<p>Chapter 4. Mapping and taking away ineffectiveness.</p>
<p>Chapter 5. Dialogue.</p>
<p>Part II: techniques, personal issue and exercises.</p>
<p>Chapter 6. Techniques and tools.</p>
<p>Chapter 7. Personal issues.</p>
<p>Chapter 8. Exercises.</p>
<p>Part III: Addenda.</p>
<p>Addendum 1: Some meanings of the non–verbal behavioral elements in Chapter 8.</p>
<p>Addendum 2. Some connotations of the words in the You–We–It exercise in Chapter 8.</p>
<p>Addendum 3. Examples of unproductive assumptions (Chapter 8, Walk 2).</p>
<p>Bibliography.</p>
<p>Index.</p>