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Leading cultural change : the theory and practice of successful organizational transformation / James McCalman and David Potter.

By: McCalman, James.
Contributor(s): Potter,David.
Material type: materialTypeLabelBookPublisher: London ; Philadelphia : Kogan Page, 2015Edition: .Description: viii, 231 pages : illustrations ; 24 cm.ISBN: 9780749473037 (paperback).Subject(s): Corporate culture | Organizational change | Organizational behavior | BUSINESS & ECONOMICS / Management | BUSINESS & ECONOMICS / Organizational Development | BUSINESS & ECONOMICS / Organizational Behavior | BUSINESS & ECONOMICS / Leadership | | | | DDC classification: 658.300 Other classification: BUS041000 | BUS103000 | BUS085000 | BUS071000
Contents:
Machine generated contents note: IntroductionPart 1 Leading cultural change. Theoretical perspectives01 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 -- Conclusion02 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? -- Conclusion03 Cultural change literature -- Introduction -- Origins -- Fashions, fads and the honest grapplers -- The academic, the manager and the consultant -- The third way -- Conclusion04 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 -- Conclusion05 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 -- Conclusion06 Leadership as a cultural variable -- Introduction -- It all started with Peter Drucker -- Identity work again -- The leadership paradox -- What they do -- Who serves whom? -- Conclusion07 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 -- Conclusion08 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 -- Conclusion09 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 -- ConclusionPart 2 Cultural and strategic tensions. When theory meets practice10 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 -- Conclusion11 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 -- Conclusion12 What did the people think? -- Introduction -- Research methodology -- Emergent research themes -- Identity positions and motivational support -- Self-actualization experiences -- Conclusion13 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 commentsReferences -- Index.
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 leadership styles in order to ensure fitness when leading a cultural change program. Chapters cover key topics such as: change context, language and dialogue as a key cultural process, and the change team process. "--Summary: "With coverage of the major theories and concepts alongside diagnostic tools and a practical framework for implementation, Leading Cultural Change will help the reader analyse and diagnose their current organizational culture, become aware of the key challenges and how to overcome them and learn how to adapt their leadership style, ensuring they are fit to lead a cultural change programme. Taking in core topics such as change context, language and dialogue as a key cultural process and the change team process, it uses a longitudinal case study of Cordia, a public sector organization transitioning into an LLP, to enhance learning and understanding. Leading Cultural Change is a unique text, rooted in behavioural sciences, which explores the topic as an organizational necessity to achieving sustained competitive advantage"--
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General Books General Books CUTN Central Library

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Medicine, Technology & Management
Non-fiction 658.300 MCC (Browse shelf) Available 40318

Machine generated contents note: IntroductionPart 1 Leading cultural change. Theoretical perspectives01 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 -- Conclusion02 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? -- Conclusion03 Cultural change literature -- Introduction -- Origins -- Fashions, fads and the honest grapplers -- The academic, the manager and the consultant -- The third way -- Conclusion04 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 -- Conclusion05 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 -- Conclusion06 Leadership as a cultural variable -- Introduction -- It all started with Peter Drucker -- Identity work again -- The leadership paradox -- What they do -- Who serves whom? -- Conclusion07 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 -- Conclusion08 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 -- Conclusion09 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 -- ConclusionPart 2 Cultural and strategic tensions. When theory meets practice10 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 -- Conclusion11 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 -- Conclusion12 What did the people think? -- Introduction -- Research methodology -- Emergent research themes -- Identity positions and motivational support -- Self-actualization experiences -- Conclusion13 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 commentsReferences -- Index.

"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 leadership styles in order to ensure fitness when leading a cultural change program. Chapters cover key topics such as: change context, language and dialogue as a key cultural process, and the change team process. "--

"With coverage of the major theories and concepts alongside diagnostic tools and a practical framework for implementation, Leading Cultural Change will help the reader analyse and diagnose their current organizational culture, become aware of the key challenges and how to overcome them and learn how to adapt their leadership style, ensuring they are fit to lead a cultural change programme. Taking in core topics such as change context, language and dialogue as a key cultural process and the change team process, it uses a longitudinal case study of Cordia, a public sector organization transitioning into an LLP, to enhance learning and understanding. Leading Cultural Change is a unique text, rooted in behavioural sciences, which explores the topic as an organizational necessity to achieving sustained competitive advantage"--

Includes bibliographical references and index.

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