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Managing Organizational Change A Multiple Perspectives Approach 3rd Edition Palmer Test Bank

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ISBN-10 ‏ : ‎ 9780073530536
ISBN-13 ‏ : ‎ 978-0073530536
Author: Ian Palmer (Author), Richard Dunford (Author), David Buchanan (Author)

Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change, which recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts.
The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices.

Table of Content:

Part 1 Groundwork: Understanding and Diagnosing Change
Chapter 1 Managing Change: Stories and Paradoxes
Learning objectives
Stories About Change: What Can We Learn?
The Story of Beth Israel Deaconess Medical Center
The Story of Sears Holdings
The Story of J. C. Penney
Tension and Paradox: The State of the Art
Assessing Depth of Change
What’s Coming Up: A Road Map
Change Diagnostic: The Beth Israel Story
Change Diagnostic: The Sears Holdings Story
Change Diagnostic: The J. C. Penney Story
Exercise 1.1: Writing Your Own Story of Change
Additional Reading
Roundup
References
Chapter 2 Images of Change Management
Learning objectives
What’s in a Name: Change Agents, Managers, or Leaders?
Images, Mental Models, Frames, Perspectives
The Six-Images Framework
Six Images of Change Management
Using the Six-Images Framework
Self-Assessment: What Is Your Image of Managing Change?
Self-Assessment: Scoring
Exercise 2.1: Assessing Change Managers’ Images
Exercise 2.2: The Turnaround Story at Leonard Cheshire
Additional Reading
Roundup
References
Chapter 3 Why Change? Contemporary Pressures and Drivers
Learning objectives
Environmental Pressures for Change
Why Do Organizations Not Change in Response to Environmental Pressures?
Why Do Organizations Not Change after Crises?
Internal Organizational Change Drivers
Exercise 3.1: Top Team Role Play
Exercise 3.2: Case Analysis: The Sunderland City Story
Exercise 3.3: The Reputation Trap: Can You Escape?
Additional Reading
Roundup
References
Chapter 4 What to Change? A Diagnostic Approach
Learning objectives
Organizational Models
Organization Strategy and Change
Diagnosing Readiness for Change
Built-to-Change
Exercise 4.1: The Capital One Financial Story
Exercise 4.2: Scenario Planning
Exercise 4.3: Readiness for Change Analysis
Additional Reading
Roundup
References
Part 2 Implementation: The Substance and Process of Change
Chapter 5 What Changes—and What Doesn’t?
Learning objectives
What Changes?
Innovation
Organizational Culture
Technology
Exercise 5.1: The Nampak Story
Exercise 5.2: Organizational Culture Assessment
Exercise 5.3: How Will the Digital Revolution Affect Your Organization?
Additional Reading
Roundup
References
Chapter 6 Vision and the Direction of Change
Learning objectives
Vision: Fundamental or Fad?
The Characteristics of Effective Visions
How Context Affects Vision
How Visions Are Developed
Why Visions Fail
Linking Vision to Change: Three Debates
Exercise 6.1: Interviewing Change Recipients
Exercise 6.2: Analyze Your Own Organization’s Vision
Exercise 6.3: The Role of Vision at Mentor Graphics
Additional Reading
Roundup
References
Chapter 7 Change Communication Strategies
Learning objectives
The Change Communication Process
Gender, Power, and Emotion
Language Matters: The Power of Conversation
Change Communication Strategies
Contingency Approaches to Change Communication
Communication Channels and the Role of Social Media
Exercise 7.1: Listen to Who’s Talking
Exercise 7.2: How Defensive Are You?
Exercise 7.3: Social Media at the Museum
Additional Reading
Roundup
References
Chapter 8 Resistance to Change
Learning objectives
WIIFM, WAMI, and the Dimensions of Resistance
Benefits
Causes
Symptoms
Managers as Resisters
Managing Resistance
Exercise 8.1: Diagnosing and Acting
Exercise 8.2: Jack’s Dilemma
Exercise 8.3: Moneyball
Additional Reading
Roundup
References
Chapter 9 Organization Development and Sense-Making Approaches
Learning objectives
Alternative Approaches to Managing Change
Organization Development (OD)
Appreciative Inquiry (AI)
Positive Organizational Scholarship (POS)
Dialogic Organizational Development
Sense-Making
Exercise 9.1: Reports from the Front Line
Exercise 9.2: Designing a Large-Scale Change Intervention
Exercise 9.3: Making Sense of Sense-Making
Exercise 9.4: Interpreting the Interpreter: Change at Target
Exercise 9.5: Change at DuPont
Additional Reading
Roundup
References
Chapter 10 Change Management, Processual, and Contingency Approaches
Learning objectives
Alternative Approaches to Managing Change
Why Change Fails
Change by Checklist
Stage Models of Change Management
Process Perspectives on Change
Contingency Approaches to Change Management
Exercise 10.1: Develop Your Own Change Model
Exercise 10.2: The British Airways Swipe Card Debacle
Exercise 10.3: The Italian Job
Additional Reading
Roundup
References
Part 3 Running Threads: Sustainability, and the Effective Change Manager
Chapter 11 Sustaining Change versus Initiative Decay
Learning objectives
Initiative Decay and Improvement Evaporation
Praiseworthy and Blameworthy Failures
Actions to Sustain Change
Words of Warning
Exercise 11.1: A Balanced Set of Measures
Exercise 11.2: Treating Initiative Decay
Exercise 11.3: The Challenger and Columbia Shuttle Disasters
Additional Reading
Roundup
References
Chapter 12 The Effective Change Manager: What Does It Take?
Learning objectives
Change Managers: Who Are They?
Change Managers: What Kind of Role Is This?
Change Management Competencies
Political Skill and the Change Manager
Developing Change Management Expertise
Exercise 12.1: Networking—How Good Are You?
Exercise 12.2: How Resilient Are You?
Exercise 12.3: How Political Is Your Organization?
Additional Reading
Roundup
References
Name Index
Subject Index

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