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Title The effective change manager's handbook : essential guidance to the change management body of knowledge / edited by Richard Smith, David King, Ranjit Sidhu and Dan Skelsey.

Imprint London : Kogan Page, 2014.

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Location Call No. OPAC Message Status
 Axe Books 24x7 Business E-Book  Electronic Book    ---  Available
Description 1 online resource (xxx, 602 pages) : illustrations
text txt rdacontent
computer c rdamedia
online resource cr rdacarrier
Note Print version of record.
Summary The change management profession is no longer in its infancy. Readily identifiable in organizations and in business literature it is no longer reliant on parent disciplines such as organizational development or project management. Change management is itself in a state of change and growth - the number of jobs is increasing and organizations are actively seeking to build their change management capability. The Effective Change Manager's Handbook, the official guide to the CMI Body of Knowledge, is explicitly designed to help practitioners, employers and academics define and practice change management successfully and to develop change management maturity within their organization. A single-volume learning resource covering the range of underpinning knowledge required, it includes chapters from esteemed and established thought leaders on topics ranging from benefits management, stakeholder strategy, facilitation, change readiness, project management and education and learning support. Covering the whole process from planning to implementation, it offers practical tools, techniques and models to effectively support any change initiative.
Bibliography Includes bibliographical references and index.
Contents 01. A change management perspective -- 02. Defining change -- 03. Managing benefits -- 04. Stakeholder strategy -- 05. Communication and engagement -- 06. Change impact -- 07. Change readiness, planning and measurement -- 08. Project management -- 09. Education and learning support -- 10. Facilitation -- 11. Sustaining change -- 12. Personal and professional management -- 13. Organizational considerations.
01. A change management perspective -- Section A. Why change management matters -- 1. Organizations' experiences of change -- 2. Factors contributing to success in change management -- 3. Preparing the organization and seeing it through -- Section B. Change and the individual -- 1. The impact of the 'change curve' -- 2. Starting with 'endings' -- 3. Why people embrace or resist change -- motivation -- 4. Why people embrace or resist change -- individual differences -- 5. Why people embrace or resist change -- some findings from neuroscience -- 6. A word about resistance to change -- Section C. Change and the organization -- 1. How we think about organizations -- 2. Models of the change process -- 3. Types of organization change -- 4. Factors that help/hinder change -- Section D. Key roles in organizational change -- 1. Lifecycle of a successful change -- 2. What makes a good sponsor? -- 3. What makes a good change agent? -- 4. Change management and job titles -- 5. The key role of line management -- 6. Team structures and change -- Section E. Organizational culture and change -- 1. What we mean by 'organizational culture' -- 2. Key dimensions of culture -- 3. Relating 'culture' to types of change -- 4. Leadership and culture -- Section F. Emergent change -- 1. The roots of 'emergent change' -- 2. Change situations that require an emergent approach -- 3. Defining and moving towards a 'future state' -- 02. Defining change -- Section A. Aligning change with strategy -- 1. Background to strategy development -- 2. The far environment -- 3. The near environment -- 4. Business modelling -- 5. Strategic delivery processes -- 6. Strategy and change -- Section B. Drivers of change -- 1. The strategic context -- 2. Change analysis -- 3. Strategic change plan -- 4. Systems approach to change -- 5. Monitoring the external environment -- 6. Initial stakeholder engagement -- Section C. Developing vision -- 1. Viewpoints and perspectives of change -- 2. Developing a vision for change -- 3. Understanding and validating the vision.
Section D. Change definition -- 1. Conceptual models of the future state -- 2. Change requirements -- capability analysis -- 3. Assessing the impact of change -- 4. Problems and concerns arising from change -- 03. Managing benefits -- Section A. Benefits management principles and processes -- 1. Benefits management processes -- 2. Benefits management principles -- Section B. Benefits identification, mapping and analysis -- 1. Benefits identification -- 2. Quantifying benefits -- 3. Completing the benefit profile -- 4. Benefits and the business case -- Section C. Planning benefits realization -- 1. Financial analysis -- 2. Benefits validation -- 3. Benefits prioritization -- 4. Baselining -- 5. Assessing change readiness -- 6. Identifying threats to benefits optimization -- 7. The benefits realization plan -- 8. The role of the change manager with regard to benefits management -- Section D. Supporting benefits realization -- 1. Transition management -- 2. Measuring and reporting on benefits realization -- 3. Identifying when intervention action is required -- 04. Stakeholder strategy -- Section A. Identifying and segmenting stakeholders -- 1. Identifying stakeholders -- 2. Segmenting stakeholders -- 3. Scoping engagement -- Section B. Stakeholder mapping and strategy -- 1. Stakeholder characteristics -- 2. Stakeholder interests -- 3. Power mapping -- 4. Attitude to the change/to you -- 5. Wins and losses -- 6. Readiness and resistance -- 7. Measuring ability -- 8. Profiling stakeholders -- 9. Personas and empathy maps -- 10. Stakeholder radar -- 11. Mapping in two dimensions -- 12. Determining engagement roles and responsibilities -- 13. Stakeholder strategy document -- Section C. Managing relationships and mobilizing stakeholders -- 1. Influencing strategies -- 2. Listening as a means of mobilization -- 3. The power of empathy and the other-perspective -- 4. Inertia and disconfirmation -- 5. Conversation in mobilization -- 6. Lead with meaning and emotion -- 7. Resistance to change as a key focus -- 8. Collaboration -- 9. Influencing through demonstration.
05. Communication and engagement -- Section A. Theory of effective communicating -- 1. Basics of communication theory -- 2. Cognitive biases -- the human dimension in communication -- 3. The need for feedback mechanisms -- 4. Interpersonal and mass communication -- 5. One-way versus two-way communication approaches -- 6. Role of communication to achieve engagement -- Section B. Communicating change -- 1. The emotional impact of change -- 2. Maintaining a people-focused approach to communication -- 3. Barriers to effective communication -- 4. Improving communication effectiveness -- 5. Encouraging engagement by appealing to hearts and minds -- Section C. Communication channels -- 1. Lean and rich communication channels -- 2. Three of the most essential channels -- 3. Fostering collaboration -- Section D. Communication planning -- 1. Developing a communication strategy for change -- 2. Developing the communication plan (when and how we will make it happen) -- Section E. Monitoring and evaluating communication effectiveness -- 1. Deciding what to measure -- 2. Capturing data -- 3. Monitoring and evaluating data -- 4. Reporting results and improving engagement -- 06. Change impact -- Section A. Assessing the impact of change -- 1. Identifying change impacts -- 2. Change severity assessment -- Section B. Assessing and managing the risks of change -- 1. Organizational risk management -- 2. Change risk register -- 3. Risk analysis -- 4. Mitigating actions -- 5. Communicating change risks -- Section C. Business continuity and contingency during change -- 1. Business continuity planning -- 2. BCP and the change process -- 07. Change readiness, planning and measurement -- Section A. Building individual motivation to change -- 1. Why work with individuals during change? -- 2. Expectancy theory and change -- 3. Increasing motivation for change -- 4. How to work with individuals in large changes -- Section B. Building organizational readiness for change -- 1. Factors that influence readiness for change and how to assess them -- 2. Laying the foundations for a successful change -- 3. Developing a change management plan -- Section C. Preparing for resistance -- 1. The 'psychological contract' -- 2. Common causes of resistance -- 3. Identifying likely areas of resistance -- 4. Types of resistance and symptoms to look out for -- 5. Common considerations for building a strategy to manage resistance -- 6. Supporting managers and supervisors -- 7. Building and sustaining momentum.
Section D. Measuring change effectiveness -- 1. Measures of engagement -- 2. Methods of capturing information -- 3. Presenting data on employee engagement -- 08. Project management -- Section A. Change within project governance structures -- 1. Understanding the project environment -- 2. Project management tools -- 3. Identifying key roles and owners -- Section B. Establishing a project -- 1. Project set-up phase -- 2. Establishing the project team -- 3. Establishing the change management workstream -- Section C. Delivering a project -- 1. Definition phase -- 2. Implementation phase -- 3. Change management delivery -- Section D. Project completion and transition -- 1. Project completion -- 2. Business ownership of change -- 3. Transition to business as usual -- 09. Education and learning support -- Section A. Learning theory and skills development -- 1. The roots of learning theory -- 2. Learning and effective instruction -- 3. Learning and the individual learner -- 4. The learning process, performance and pressure -- 5. Attitudes -- beyond skills and knowledge -- Section B. Identifying and meeting learning needs -- 1. Identifying and analysing the needs (KSAs) -- 2. Job analysis -- 3. Training planning (with L & D -- collaboration is ideal) -- 4. Learning design and channels -- 5. Evaluating learning -- Section C. Behavioural change and coaching -- 1. Active listening in coaching and change -- 2. The role of feedback in behavioural change -- 3. Understanding coaching -- 4. Coaching and the change manager -- 10. Facilitation -- Section A. The role of the facilitator and the skills required -- 1. The role of the facilitator -- 2. Techniques of questioning -- Section B. Preparing a group process -- 1. Factors to be considered -- 2. Purpose -- setting objectives -- 3. Product -- techniques for capturing and organizing the information in a session -- 4. Participants -- selecting and preparing participants -- 5. Participants -- external facilitators -- 6. Process -- creating an agenda -- 7. Place -- selecting and preparing the venue -- 8. Practical tools -- technology in physical meetings -- 9. Probable issues -- what if?
Section C. Facilitating a group process -- 1. Opening a session -- 2. Watching for group dynamics -- 3. Personality types and how they react in group settings -- 4. Techniques for intervening -- 5. Changing the agenda -- 6. Closing a session -- Section D. Virtual meetings -- 1. Selecting the technology -- 2. Issues in virtual meetings -- Section E. Facilitation structures and techniques -- 1. Basic principles -- 2. Structures -- 3. Techniques for building information -- 4. Techniques for prioritizing, decision making and reaching a consensus -- 5. Approaches to larger workshops -- 11. Sustaining change -- Section A. Sustaining change concepts -- 1. Concept of 'fit' -- 2. Systems thinking -- 3. Levers and leverage -- 4. Levels of adoption -- 5. Tipping point and critical mass -- 6. Reinforcing systems -- 7. Measuring change adoption -- 8. Transition management -- Section B. Useful checklists and tools -- 1. Planning to sustain change -- 2. Managing the transition -- 3. Adopting and embedding change -- making it stick and keeping it stuck -- 4. Change management tool -- sustaining change -- 12. Personal and professional management -- Section A. Leadership principles -- 1. Personal effectiveness -- 2. Self-awareness: putting yourself in the picture -- 3. Leadership and authenticity -- 4. Leadership approaches -- 5. Problem solving and creative thinking -- Section B. Building team effectiveness -- 1. Stages of team development -- 2. Developing an effective team -- 3. Balancing focus on results with effective people management -- 4. Overcoming the dysfunctions of a team -- 5. Working with a changing team or context -- 6. Leading virtual teams.
Section C. Emotional intelligence -- 1. What is emotional intelligence? -- 2. Can I learn emotional intelligence? -- 3. Resilience -- 4. The emotionally intelligent change manager -- Section D. Effective influence -- 1. Sources of power -- 2. Influencing styles and approaches -- 3. Influencing models -- Section E. Negotiating -- 1. Defining negotiation -- 2. Approaches to negotiation -- 3. Phases of negotiation -- 4. Conducting negotiations -- 5. Emotionally intelligent negotiating -- 6. Cultural impacts on negotiation strategies -- Section F. Conflict management -- 1. What does conflict mean? -- 2. Sources of conflict -- 3. Conflict resolution versus conflict management -- 4. Maximizing the positive aspects of conflict -- 5. Knowing your preferred style -- 6. The effects of each conflict management style -- 13. Organizational considerations -- Section A. The change manager and Human Resources (HR) -- 1. Engaging with HR -- 2. Understanding how HR is organized -- 3. Employment legislation and change management -- 4. Change management and HR policy -- 5. Employee relations -- 6. The impact of organizational design -- 7. Using HR expertise to embed change -- Section B. Safety, health and environment issues in change -- 1. What is SHE to an organization? -- 2. SHE management -- 3. How does change management interact with SHE? -- 4. Managing SHE during change -- Section C. Process optimization in organizations -- 1. Process mapping -- 2. Mapping techniques -- 3. Interpretation of process maps -- 4. The value of a specialist in process mapping -- Section D. Financial management for change managers -- 1. An, a picture and some common terms -- 2. How financial information is reported -- 3. Planning the organization's finances -- 4. The value of a change initiative.
Subject Organizational change -- Management.
Project management.
Business planning.
BUSINESS & ECONOMICS -- Industrial Management.
BUSINESS & ECONOMICS -- Management.
BUSINESS & ECONOMICS -- Management Science.
BUSINESS & ECONOMICS -- Organizational Behavior.
Business planning. (OCoLC)fst00842819
Organizational change -- Management. (OCoLC)fst01047838
Project management. (OCoLC)fst01078797
Genre/Form Electronic books.
Added Author Smith, Richard, editor.
King, David, editor.
Sidhu, Ranjit, editor.
Skelsey, Dan, editor.
Other Form: Print version: Smith, Richard. Effective Change Manager's Handbook : Essential Guidance to the Change Management Body of Knowledge. London : Kogan Page, 2014 9780749473075
ISBN 9780749473082 (electronic bk.)
0749473088 (electronic bk.)
9781523103836 (electronic bk.)
1523103833 (electronic bk.)
9780749473075
074947307X
Standard No. DEBBG BV042740850
DEBSZ 431810389
NZ1 16097747
UKMGB 016979312

 
    
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