The Imperative of Development and Change, 2^nd Ed.

Managing Development and Change -- Unit 8

The Open University

Publisher: The Open University, 1997

ISBN: 0-7492-7964-8

Synopsis:

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Table of Contents:

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• Session 1 Individual Responsiveness to Change
• 1.1 Middle Manager as a Change Agent
• 1.2 Individual Preferences and Change
• Adaptors and innovators
• Applying thinking style to effecting change
• 1.3 Reactions to Change
• Responding to resistance to change
• Level 1 — the organization
• Level 2 — the department or group
• Level 3 — the individual
• Session 2 Organizational Responsiveness to Change
• 2.1 Working the Levers of Change
• Values
• Ownership
• Customers
• Actors
• Transformation
• Environment
• 2.2 The Influence of Structural Factors
• 2.3 The Influence of Cultural Factors
• 2.4 Network Organizations and the Manager as Broker
• Session 3 Characteristics of Change
• 3.1 The Complexity of Change
• Hard and soft change situations
• Difficulties and messes
• Bounded and unbounded change
• Identifying boundaries
• 3.2 Perceptions of Change
• Common sense is not the same as common understanding
1. Personal assumptions
2. Cultural differences
3. Ideological differences
• Taking account of different perspectives
• 3.3 A Framework for Locating Change Strategies
• Session 4 Charting Development and Change
• 4.1 Bar or Gantt Charts
• 4.2 Network Diagrams
• Critical Path Analysis
• 4.3 Control Loop Diagrams
• Session 5 The Wider Picture
• 5.1 The Power of Diagramming
• 5.2 Communicating Change
• 5.3 Viewing the World Holistically