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Leading cultural change : the theory and practice of successful organizational transformation

Author: James McCalman
Publisher: London ; Philadelphia : Kogan Page, 2015.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Database:WorldCat
Summary:
"Using theories and methods rooted in behavioral sciences change management experts James McCalman and David Potter aim to broaden managers' and consultants' understanding of cultural change to help them lead a successful change intervention in their organization. They explain how to analyze and diagnose the company's organizational culture, become aware of key challenges and how to overcome them, and how to adapt
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Genre/Form: Electronic books
Additional Physical Format: Print version:
McCalman, James.
Leading cultural change
(DLC) 2015008793
(OCoLC)898164660
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: James McCalman
ISBN: 9780749473044 0749473045 9781523103690 1523103698
OCLC Number: 908447883
Description: 1 online resource
Contents: Introduction --
Part 1 Leading cultural change. Theoretical perspectives --
01 Cultural change management --
Introduction --
Change management defined --
First- and second-order change --
The cultural paradigm --
The social construction of the change problem --
Change management as a social process pioneered by Kurt Lewin --
Conclusion --
02 Organization development --
Introduction --
The unitarist perspective and the rise of Taylorism --
The iron grip of scientific management and bureaucracy --
The pluralist perspective --
What do we mean by organization development? --
Conclusion --
03 Cultural change literature --
Introduction --
Origins --
Fashions, fads and the honest grapplers --
The academic, the manager and the consultant --
The third way --
Conclusion --
04 A theory of culture --
Introduction --
Defining culture --
Culture as a sense-making device --
Building a model of culture --
Cultural themes --
Expressions of culture --
Diagnosing cultural themes in use --
Cultural hegemony --
The cultural paradigm --
Conclusion --
05 Cultural management as a form of control --
Introduction --
Cultural management as a control mechanism --
Exploring cultural hegemony --
Identity work --
Power --
Changing culture is a power struggle --
Conclusion --
06 Leadership as a cultural variable --
Introduction --
It all started with Peter Drucker --
Identity work again --
The leadership paradox --
What they do --
Who serves whom? --
Conclusion --
07 Leadership and the management of meaning --
Introduction --
It's all in the interpretation --
Leaders manage conflict --
Leaders build commitment --
Leadership is a political process --
A model of leadership --
Characteristics of a transformational leader --
Conclusion --
08 Language as a cultural process --
Introduction --
Language and cultural change --
Language and discourse routes in management settings --
The language game and cultural change work --
Linguistic hegemony --
Dialogue and cultural change --
How to engage in dialogue --
Conclusion --
09 Ethnography as a tool for cultural change --
Introduction --
Ethnography defined --
Digging out the detail --
Differentiating ethnography from the rest --
Power and organizational politics --
A multi-perspective approach --
Conclusion --
Part 2 Cultural and strategic tensions. When theory meets practice --
10 The client and its problem --
Introduction --
The client organization --
Managing cultural and strategic tensions --
The business strategy --
Diagnosing cultural problems --
The research process --
Key issues: cultural themes in use that needed to change --
Conclusion --
11 Change technologies --
Introduction --
The Cordia Change Network --
The change team structure --
Building the case for change --
The seven-step development processes of cultural change leaders --
Technology as theatre --
the change team process --
Case study: Managing absence levels --
Conclusion --
12 What did the people think? --
Introduction --
Research methodology --
Emergent research themes --
Identity positions and motivational support --
Self-actualization experiences --
Conclusion --
13 Reflective learning --
Introduction --
Leadership --
Rapport --
Dialogue --
Motivation --
Vision building --
Politics --
Assumptions and values --
Cultural themes --
Qualitative research is essential --
Building learning --
Conclusion --
14 Closing thoughts --
Cultural building takes time --
Cultural incubation --
Partial metamorphosis --
Dormant cultural themes --
Cultural change in the safe zone --
Leading cultural domains --
Closing comments --
References --
Index.
Responsibility: James McCalman, David Potter.

Abstract:

Leading Cultural Change explores the key components to achieving cultural transformation in organizations, bridging theory with practice to introduce a comprehensive and academically grounded  Read more...

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