Learning objectives

By the end of this chapter you should be able to:

• understand the issues facing managers in attempting wholesale organizational change;

• apply the ISM model to an organizational change situation;

• apply the strategic change process model to the process of managing organizational change;

• understand the different views on organizational culture change and work with these different views in analysing organizational culture;

• apply the Goffee and Jones culture change framework to organizational culture change problems;

• advise senior managers on workable principles of organizational change, and on how they might evaluate the success of change initiatives.

Introduction

We have nearly come to the end of the book, which I hope you have enjoyed and, in the process, learned to become a more effective manager. We began by examining the nature of management and managers and their roles in a changing world. Following this, we looked at the key contexts of change in contemporary business: the individual organizational context, the organizational context, the international context, the global branding and corporate reputation context, the knowledge context, and the technological context. In our model of management we identified three levels at which managers operate: the individual level, the team level and the organizational level. We examined the issues of managing at these different levels in some detail. It just remains, as the title of the book suggests, to examine the change process itself, because it is often in this implementation phase that many good ideas fall down, or remain only good ideas. So, what...