Managing Change & Making sense of Change Management by Kogan Page

	Managing Change Seize new opportunities, effectively communicate the implications of change, cope with everyday adjustments, implement change successfully  Patrick forsyth       9780749463892      PB          144pp        Year 2012       Rs 195.00  The forces of change are all around, from new technological developments that make your job easier, to potential threats such as take-overs and new bosses. In these uncertain times, we need to move quickly, keep up the speed and seize new opportunities. When it comes to change, this accessible guide will teach you how to: • prepare yourself and your staff • embrace and deal with the process • communicate the benefits clearly • develop an action plan Providing practical and realistic advice, Managing Change will help you see through the maze and allow you to regain control, embrace transformation and change for the better. Full of proven approaches and techniques, it’s an indispensable resource for anyone in a managerial position who deals with change on a day-to-day basis. Contents: Introduction: change – a synonym for success • The nature of change • Why organizations must change • Strategic change • Innovative change • Changing behaviour • Influences on behaviour • People’s motivation to change • How motivation assists change • Preparing for change • Barriers to change • The success factors • Prompting successful change • Factors facilitating change • Making it work • Implementation of innovative changes • Implementation of strategic change • Overcoming resistance • Anticipating possible resistance • Providing an answer • Communicating change • The power of clarity • The impact of Culture • Setting the scene • No secrets • Decisions about communication • When conflict strikes • Resolving conflict • A systematic approach • Empowerment • Making it work • Change in practice • Example 1 : changing technology (QR codes) • Example 2 : changing people (mentoring) • Example 3 : moving • No stone unturned • Fit for change • The danger of change • The opportunity of change • Getting the most from job appraisals • Development to change your competence • Getting to grips with the development process • Methods of development • Analyse and update yourself • Achievement and results • Agent for change • Afterword • Key questions About the Author: Patrick Forsyth runs Touchstone Training & Consultancy based in the U.K. and specialises in marketing, sales and communications skills. He is the author of more than fifty successful business books (with translations into 23 languages), including Successful Time Management, How to Write Reports and Proposals and Tough Tactics for Tough Times (all published by Kogan Page).
	Making sense of change Management A complete Guide to the models tools & techniques of organizational change Esther Cameron & Mike Green    9780749464356       PB            488 pp         Year 2012             Rs 895.00  The world we live in continues to change at an intense rate. The rate of change and discovery outpaces our individual ability to keep up with it. The organizations we work in or rely on to meet our needs and wants are also changing dramatically, in terms of their strategies, their structures,their systems, their boundaries and of course their expectations of their staff and their managers. Making Sense of Change Management is the classic text in the field of change management. Written for students and professionals alike, it is aimed at anyone who wants to understand why change happens, how it happens and what needs to be done to make change a welcome - rather than a dreaded - concept. It offers considered insights into the many. frameworks, models and ways of approaching change and helps the reader to apply the right approach to each unique situation. The third edition has been completely revised and updated with two new chapters, the first covering the role and the nature of the change agent and the second tackling the significant. challenge for today’s leaders of leading change in these uncertain times. Contents: PART ONE: THE UNDERPINNING THEORY Individual change • Introduction • Learning and the process of change • The behavioural approach to change • The cognitive approach to change • The psychodynamic approach to change • The humanistic psychology approach to change • Personality and change • Managing change in self and others • Summary and conclusions Team change • Introduction • What is a group and when is it a team? • Why we need teams • The types of organizational teams • How to improve team effectiveness • What team change looks like • The leadership issues in team change • How individuals affect team dynamics • How well teams initiate and adapt to organizational change • Summary and conclusions Organizational change • How organizations really work • Models of and approaches to organizational change • Summary and conclusions Leading change • Introduction • Visionary leadership • Roles that leaders play • Leadership styles qualities and skills • Different leadership for different phases of change • The importance of self-knowledge and inner resources • Summary and conclusions The change agent • Introduction • Models of change agency • The consulting process • Change agent tools and frameworks • Competencies of the change agent • Deeper aspects of being a change agent • Summary and conclusions PART TWO: THE APPLICATIONS Strategic change process • Overview of structure Restructuring • Reasons for restructuring • The restructuring process • Restructuring from an individual change perspective: the special case of redundancy • Enabling teams to address organizational change • Conclusion Mergers and acquisitions • The purpose of merger and acquisition activity • Lessons from research into successful and unsuccessful mergers and acquisitions • Applying the change theory: guidelines for leaders • Summary Cultural change • Guidelines for achieving successful cultural change • Case study one: aligning the organization • Case study two: rebranding the organization • Case study three: creating an employer brand IT-based process change • Strategy and IT • The role of IT management • The need for IT change managers • Achieving process change • Changing the information culture • New rules for a new age • Summary and conclusions PART THREE: EMERGING INQUIRIES Complex change • Introduction • When is change complex? • Understanding how complexity science applies to organizational change • Tools that support complex change • The role of leaders in complex change • Summary and conclusions Leading change in uncertain times • Introduction • The impact of uncertainty on our working lives • New organizational forms and ways of doing business • New careers and the need for ‘managing oneself’ • Decision making in an uncertain world • Skills and tools to support leading change through uncertainty • Summary and conclusions About the Authors: Esther Cameron and Mike Green help organizations and executives to manage and lead change. They work in the private, public and not-for-profit sectors and use a variety of coaching, consultancy and workshop interventions to support organizational change. Mike heads up Transitional Space and tutors in Leadership, Change and Personal Development at Henley Business School, and Esther is one of the founding Directors of innovative change consultancy Integral Change Consulting Ltd, having lectured on change management for the University of Bristol for ten years. Both are established authors in the area of change and leadership and are co-authors of Making Sense of Leadership (also published by Kogan Page)