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

목차 (Table of Contents)

• CONTENTS
• Introduction = 1
• PART 1 Leading cultural change. Theoretical perspectives = 15
• 01 Cultural change management = 17
• Introduction = 17
• Change management defined = 19
• First- and second-order change = 21
• The cultural paradigm = 24
• The social construction of the change problem = 24
• Change management as a social process pioneered by Kurt Lewin = 27
• Conclusion = 30
• 02 Organization development = 31
• Introduction = 31
• The unitarist perspective and the rise of Taylorism = 32
• The iron grip of scientific management and bureaucracy = 34
• The pluralist perspective = 35
• What do we mean by organization development? = 39
• Conclusion = 46
• 03 Cultural change literature = 49
• Introduction = 49
• Origins = 49
• Fashions, fads and the honest grapplers = 52
• The academic, the manager and the consultant = 53
• The third way = 54
• Conclusion = 55
• 04 A theory of culture = 57
• Introduction = 57
• Defining culture = 58
• Culture as a sense-making device = 61
• Building a model of culture = 64
• Cultural themes = 69
• Expressions of culture = 70
• Diagnosing cultural themes in use = 74
• Cultural hegemony = 74
• The cultural paradigm = 75
• Conclusion = 77
• 05 Cultural management as a form of control = 81
• Introduction = 81
• Cultural management as a control mechanism = 82
• Exploring cultural hegemony = 84
• Identity work = 88
• Power = 88
• Changing culture is a power struggle = 91
• Conclusion = 92
• 06 Leadership as a cultural variable = 95
• Introduction = 95
• It all started with Peter Drucker = 96
• Identity work again = 97
• The leadership paradox = 99
• What they do = 99
• Who serves whom? = 101
• Conclusion = 104
• 07 Leadership and the management of meaning = 107
• Introduction = 107
• It's all in the interpretation = 108
• Leaders manage conflict = 110
• Leaders build commitment = 112
• Leadership is a political process = 113
• A model of leadership = 115
• Characteristics of a transformational leader = 116
• Conclusion = 117
• 08 Language as a cultural process = 119
• Introduction = 119
• Language and cultural change = 119
• Language and discourse routes in management settings = 123
• The language game and cultural change work = 127
• Linguistic hegemony = 128
• Dialogue and cultural change = 129
• How to engage in dialogue = 133
• Conclusion = 136
• 09 Ethnography as a tool for cultural change = 137
• Introduction = 137
• Ethnography defined = 138
• Digging out the detail = 139
• Differentiating ethnography from the rest = 140
• Power and organizational politics = 140
• A multi-perspective approach = 142
• Conclusion = 143
• Contents = 143
• PART 2 Cultural and strategic tensions. When theory meets practice = 147
• 10 The client and its problem = 149
• Introduction = 149
• The client organization = 149
• Managing cultural and strategic tensions = 151
• The business strategy = 154
• Diagnosing cultural problems = 154
• The research process = 157
• Key issues : cultural themes in use that needed to change = 158
• Conclusion = 161
• 11 Change technologies = 163
• Introduction = 163
• The Cordia Change Network = 164
• The change team structure = 165
• Building the case for change = 168
• The seven-step development processes of cultural change leaders = 169
• Technology as theatre - the change team process = 172
• Case study : Managing absence levels = 176
• Conclusion = 182
• 12 What did the people think? = 185
• Introduction = 185
• Research methodology = 186
• Emergent research themes = 188
• Identity positions and motivational support = 192
• Self-actualization experiences = 193
• Conclusion = 194
• 13 Reflective learning = 197
• Introduction = 197
• Leadership = 197
• Rapport = 200
• Dialogue = 201
• Motivation = 202
• Vision building = 204
• Politics = 204
• Assumptions and values = 206
• Cultural themes = 208
• Qualitative research is essential = 209
• Building learning = 210
• Conclusion = 211
• 14 Closing thoughts = 213
• Cultural building takes time = 215
• Cultural incubation = 216
• Partial metamorphosis = 216
• Dormant cultural themes = 217
• Cultural change in the safe zone = 217
• Leading cultural domains = 218
• Closing comments = 218
• References = 221
• Index = 227