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

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

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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:

  1. Part 1 Groundwork: Understanding and Diagnosing Change
  2. Chapter 1 Managing Change: Stories and Paradoxes
  3. Learning objectives
  4. Stories About Change: What Can We Learn?
  5. The Story of Beth Israel Deaconess Medical Center
  6. The Story of Sears Holdings
  7. The Story of J. C. Penney
  8. Tension and Paradox: The State of the Art
  9. Assessing Depth of Change
  10. What’s Coming Up: A Road Map
  11. Change Diagnostic: The Beth Israel Story
  12. Change Diagnostic: The Sears Holdings Story
  13. Change Diagnostic: The J. C. Penney Story
  14. Exercise 1.1: Writing Your Own Story of Change
  15. Additional Reading
  16. Roundup
  17. References
  18. Chapter 2 Images of Change Management
  19. Learning objectives
  20. What’s in a Name: Change Agents, Managers, or Leaders?
  21. Images, Mental Models, Frames, Perspectives
  22. The Six-Images Framework
  23. Six Images of Change Management
  24. Using the Six-Images Framework
  25. Self-Assessment: What Is Your Image of Managing Change?
  26. Self-Assessment: Scoring
  27. Exercise 2.1: Assessing Change Managers’ Images
  28. Exercise 2.2: The Turnaround Story at Leonard Cheshire
  29. Additional Reading
  30. Roundup
  31. References
  32. Chapter 3 Why Change? Contemporary Pressures and Drivers
  33. Learning objectives
  34. Environmental Pressures for Change
  35. Why Do Organizations Not Change in Response to Environmental Pressures?
  36. Why Do Organizations Not Change after Crises?
  37. Internal Organizational Change Drivers
  38. Exercise 3.1: Top Team Role Play
  39. Exercise 3.2: Case Analysis: The Sunderland City Story
  40. Exercise 3.3: The Reputation Trap: Can You Escape?
  41. Additional Reading
  42. Roundup
  43. References
  44. Chapter 4 What to Change? A Diagnostic Approach
  45. Learning objectives
  46. Organizational Models
  47. Organization Strategy and Change
  48. Diagnosing Readiness for Change
  49. Built-to-Change
  50. Exercise 4.1: The Capital One Financial Story
  51. Exercise 4.2: Scenario Planning
  52. Exercise 4.3: Readiness for Change Analysis
  53. Additional Reading
  54. Roundup
  55. References
  56. Part 2 Implementation: The Substance and Process of Change
  57. Chapter 5 What Changes—and What Doesn’t?
  58. Learning objectives
  59. What Changes?
  60. Innovation
  61. Organizational Culture
  62. Technology
  63. Exercise 5.1: The Nampak Story
  64. Exercise 5.2: Organizational Culture Assessment
  65. Exercise 5.3: How Will the Digital Revolution Affect Your Organization?
  66. Additional Reading
  67. Roundup
  68. References
  69. Chapter 6 Vision and the Direction of Change
  70. Learning objectives
  71. Vision: Fundamental or Fad?
  72. The Characteristics of Effective Visions
  73. How Context Affects Vision
  74. How Visions Are Developed
  75. Why Visions Fail
  76. Linking Vision to Change: Three Debates
  77. Exercise 6.1: Interviewing Change Recipients
  78. Exercise 6.2: Analyze Your Own Organization’s Vision
  79. Exercise 6.3: The Role of Vision at Mentor Graphics
  80. Additional Reading
  81. Roundup
  82. References
  83. Chapter 7 Change Communication Strategies
  84. Learning objectives
  85. The Change Communication Process
  86. Gender, Power, and Emotion
  87. Language Matters: The Power of Conversation
  88. Change Communication Strategies
  89. Contingency Approaches to Change Communication
  90. Communication Channels and the Role of Social Media
  91. Exercise 7.1: Listen to Who’s Talking
  92. Exercise 7.2: How Defensive Are You?
  93. Exercise 7.3: Social Media at the Museum
  94. Additional Reading
  95. Roundup
  96. References
  97. Chapter 8 Resistance to Change
  98. Learning objectives
  99. WIIFM, WAMI, and the Dimensions of Resistance
  100. Benefits
  101. Causes
  102. Symptoms
  103. Managers as Resisters
  104. Managing Resistance
  105. Exercise 8.1: Diagnosing and Acting
  106. Exercise 8.2: Jack’s Dilemma
  107. Exercise 8.3: Moneyball
  108. Additional Reading
  109. Roundup
  110. References
  111. Chapter 9 Organization Development and Sense-Making Approaches
  112. Learning objectives
  113. Alternative Approaches to Managing Change
  114. Organization Development (OD)
  115. Appreciative Inquiry (AI)
  116. Positive Organizational Scholarship (POS)
  117. Dialogic Organizational Development
  118. Sense-Making
  119. Exercise 9.1: Reports from the Front Line
  120. Exercise 9.2: Designing a Large-Scale Change Intervention
  121. Exercise 9.3: Making Sense of Sense-Making
  122. Exercise 9.4: Interpreting the Interpreter: Change at Target
  123. Exercise 9.5: Change at DuPont
  124. Additional Reading
  125. Roundup
  126. References
  127. Chapter 10 Change Management, Processual, and Contingency Approaches
  128. Learning objectives
  129. Alternative Approaches to Managing Change
  130. Why Change Fails
  131. Change by Checklist
  132. Stage Models of Change Management
  133. Process Perspectives on Change
  134. Contingency Approaches to Change Management
  135. Exercise 10.1: Develop Your Own Change Model
  136. Exercise 10.2: The British Airways Swipe Card Debacle
  137. Exercise 10.3: The Italian Job
  138. Additional Reading
  139. Roundup
  140. References
  141. Part 3 Running Threads: Sustainability, and the Effective Change Manager
  142. Chapter 11 Sustaining Change versus Initiative Decay
  143. Learning objectives
  144. Initiative Decay and Improvement Evaporation
  145. Praiseworthy and Blameworthy Failures
  146. Actions to Sustain Change
  147. Words of Warning
  148. Exercise 11.1: A Balanced Set of Measures
  149. Exercise 11.2: Treating Initiative Decay
  150. Exercise 11.3: The Challenger and Columbia Shuttle Disasters
  151. Additional Reading
  152. Roundup
  153. References
  154. Chapter 12 The Effective Change Manager: What Does It Take?
  155. Learning objectives
  156. Change Managers: Who Are They?
  157. Change Managers: What Kind of Role Is This?
  158. Change Management Competencies
  159. Political Skill and the Change Manager
  160. Developing Change Management Expertise
  161. Exercise 12.1: Networking—How Good Are You?
  162. Exercise 12.2: How Resilient Are You?
  163. Exercise 12.3: How Political Is Your Organization?
  164. Additional Reading
  165. Roundup
  166. References
  167. Name Index
  168. Subject Index

 

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