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Changing Organizational Culture: The Change Agent's Guidebook


Description: Changing Organisational Culture is a practice handbook that discusses the various methods of uncovering organisational beliefs and resolving conflict. It includes practical exercises, and will have an accompanying website that contains a training programme. It approaches the subject at three different levels, which is reflected in the books organisation Part I The Individual Level; Part II The Interpersonal Level; and Part III The Leadership and Team Level.

Changing Organizational Culture enables those facilitating change to gain a broader understanding of the challenges faced when undertaking this task. It offers a range of practical techniques, pointers and exercises to help change agents develop their thinking and intuition, as well as their perception of change.

In order to alter an organization's culture, the change agent must first understand that culture; its attitudes, beliefs and assumptions. This innovative guidebook is based on a new way of thinking that deals with both the functional and structural features of cultures. It focuses on the greatest challenge to cultural change - transforming the attitudes and assumptions of people - and offers three approaches which collectively assist the change process:

- changing the organizational goals through the leader;
- improving the effectiveness of the organization through the organizational members themselves;
- extending and enriching the assumptions underlying the culture through dialogue-based group sessions.

Changing Organizational Culture is a must-have resource for organizational psychologists and change agents. It is also of interest to senior managers and business/ management students.

Authors Bio:
Professor Marc Schabracq is based in the Work and Organisational Psychology department at the University of Amsterdam. He is acknowledged for his contribution to developing work and health psychology as a discipline, and has published numerous books in both Dutch and English. As well as his academic research, he acts as an organisational consultant to both businesses and non-profit organisations, and counts KLM amongst his clients.


Contents: About the author.

Introduction.

Part I-Changing organizational culture.

Chapter 1: Organizational culture.

Chapter 2: Assessing the organization and cultural change.

Chapter 3: Everyday reality, attitude, and leadership.

Chapter 4: Mapping and taking away ineffectiveness.

Chapter 5: Dialogue.

Part II-Techniques, personal issues, and exercises.

Chapter 6: Techniques and tools.

Chapter 7: Personal issues.

Chapter 8: Exercises.

Part III-Addenda.

Addendum 1: Some meanings of the non-verbal behavioral elements of 9.3.

Addendum 2: Some connotations of the words of 9.7.

Addendum 3: Examples of unproductive assumptions (9.16, Walk 2).

References.

Index




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