Cultural Change and Leadership in Organizations A Practical Guide to Successful Organizational Change.

Detalles Bibliográficos
Autor principal: Boonstra, Jaap J.
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Newark : John Wiley & Sons, Incorporated, 2013.
Colección:New York Academy of Sciences Ser.
Temas:
Electronic books.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Intro
  • Title page
  • Copyright page
  • Dedication
  • About the Author
  • Preface
  • Introduction
  • Stories and Inspirations to Guide Cultural Changes
  • Cultural Change is About Identity More than About Behavioural Change
  • Cultural Change Needs Deliberate Change Strategies and Ongoing Strategic Conversations
  • Leaders in Cultural Change Set an Example and Create Meaning
  • Choosing Meaningful and Interactive Interventions for Cultural Change
  • Specific Trajectories for Cultural Change in Organizations
  • Successful Cultural Change and Leadership
  • Further Exploration
  • Part 1: Cultural Change in Organizations
  • Introduction
  • Essence of this Part
  • Structure of this Part
  • 1 Perspectives on Organizational Cultures
  • Developments in Thinking about Organizational Cultures
  • Culture as the Identity of the Organization
  • Culture as a Source of Conflict and Renewal
  • Culture as a Learning Process
  • Culture and Customer Value Creation
  • Culture and Business Idea
  • 2 Reasons for Strategic and Cultural Change
  • Surviving Crisis Situations
  • Strengthening Legitimate Position
  • International Expansion
  • Qualifying for the Future
  • Reinventing Business Propositions
  • Appreciating and Valuing Variety
  • Breakthrough Innovation
  • Maximizing Customer Value
  • Reasons for Cultural Change: An Overview
  • 3 Conclusions of Cultural Change in Organizations
  • Do not Dare to Call it Cultural Change
  • Knowing your Meaning and Business Idea
  • Playing with Urgency and Ambition
  • Innovation and Expansion as Impulses for Strategic Renewal
  • Deep Change
  • Reinventing Business Propositions
  • Balancing Between Identity and Innovation
  • Change Starts with Standstill
  • Discussing the Undiscussable and Playing with Differences
  • Trajectories for Cultural Change in Organizations
  • Part 2: Strategies for Cultural Change
  • Introduction
  • Essence of this Part
  • Structure of this Part
  • 4 Generating Energy for Change
  • Using Crisis as a Driver of Change
  • Creating a Sense of Urgency
  • Articulating Problems
  • Expressing Humiliation and Shame
  • 5 Envisioning
  • Building Common Ground
  • Clarifying Ambitions
  • Articulating Mission Statements
  • Expressing Levels of Change
  • 6 Creating Commitment
  • Being There
  • Bridging Gaps and Distances
  • Building Leading Coalitions
  • Organizing Involvement
  • 7 Focusing on Clients
  • Realizing Customer Value
  • Redesigning Business Processes
  • Achieving Horizontal Synergy
  • 8 Combining Upwards and Downwards Initiatives
  • Generating Creativity for Renewal
  • Using Power to Force Change
  • Changing Players and Roles
  • 9 Playing with Time, Space and Rhythm
  • Playing with Time and Rhythm
  • Reflecting and Learning
  • Creating Peace and Quiet
  • Offering Guidance and Space
  • 10 Conclusions on Strategies for Cultural Change
  • Basic Principles for Cultural Change
  • No Single Best Way of Changing an Organizational Culture

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