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Understanding Change: Theory, Implementation and Success [Paperback]

Linda Holbeche

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Book Description

20 Oct 2005 085199735X 978-0750663410
Change is now so commonplace that people no longer talk in terms of the "whitewater epoch". Every sector of the economies of the developed world has experienced huge swathes of change in the last decade of the twentieth century alone. Increased global competition, aided and abetted by technological advances, has led many organizations to seek to re-invent themselves in the hope of being able to survive and thrive. In mature sectors in particular, where the pace of consolidation is accelerating, organizations have had little option but to grow through acquisition or be absorbed. Whether the change is labelled "continuous process improvement", "restructuring", "downsizing" or re-engineering", to employees, change usually brings with it added pressures, job insecurity and a consequent loss of commitment to the organization.

Understanding Change: theory, implementation and success argues that strategic change in the new millennium will be geared increasingly to achieving sustainable high performance, rather than just short-term gains. Most theorists now agree that the real challenge of change lies in gaining employees" willingness to commit to the change effort. Change leaders at every level need to be able to understand the elements at work in any change process, and to use judgement about the style of leadership required to give the change effort the best chance of success.

Understanding Change: theory, implementation and success provides an overview of change and organizational theory, leading in particular to the author"s definition of the "input" elements of the high performance organisation, based on extensive research into UK and international organisations. It also contains a section looking at the management of change, with case studies illustrating approaches to managing change which are conducive to achieving sustainable high performance.

In her companion book, The High Performance Organization- creating dynamic stability, the author explores some of the "how to"s" of building an organizational culture which is supportive of high performance in today"s challenging environment.

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More About the Author

Linda Holbeche has a passion for helping people and organizations achieve sustainable high performance and effectiveness. Her special areas of interest include leadership, strategic change, organization development and HR development. A consultant, developer, researcher and writer, she is the author of more than 40 research reports, 100 articles and ten books, a member of several advisory boards, visiting Professor at three universities and Fellow of several institutes. She is co-director of the Centre for Leadership Innovation at the University of Bedfordshire. Previous roles have included Director of Research and Policy at the Chartered Institute of Personnel and Development (CIPD), Director of Leadership and Consultancy at the UK think tank The Work Foundation, Director of Research and Strategy at Roffey Park Management Institute, Management Development Manager (EMEA) at American Express, and several senior teaching roles. She is regularly featured amongst the top thinkers in HR by HR Magazine and Personnel Today.

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About the Author

Linda Holbeche is Research and Policy Director at the Chartered Institute of Personnel and Development (CIPD). Linda is responsible for leading the CIPD's extensive management research programme and the translation of that knowledge into practice for the benefit of all those involved in the management and development of people. She heads a 40 strong team, including 12 expert research advisers, and is a key spokesperson and advocate for the people management and development profession, in the media and in relations with government and other opinion formers. Linda was previously with the Work Foundation where she was Director of Leadership and Consultancy and prior to this she was Director of Research and Strategy at Roffey Park Institute for 12 years.

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