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With coverage of the major theories and concepts alongside diagnostic tools and a practical framework for implementation, Leading Cultural Change will help the reader analyse and diagnose their current organizational culture, become aware of the key challenges and how to overcome them and learn how to adapt their leadership style, ensuring they are fit to lead a cultural change programme. Taking in core topics such as change context, language and dialogue as a key cultural process and the change team process, it uses a longitudinal case study of Cordia, a public sector organization…mehr
With coverage of the major theories and concepts alongside diagnostic tools and a practical framework for implementation, Leading Cultural Change will help the reader analyse and diagnose their current organizational culture, become aware of the key challenges and how to overcome them and learn how to adapt their leadership style, ensuring they are fit to lead a cultural change programme. Taking in core topics such as change context, language and dialogue as a key cultural process and the change team process, it uses a longitudinal case study of Cordia, a public sector organization transitioning into an LLP, to enhance learning and understanding.
Leading Cultural Changeis a unique text, rooted in behavioural sciences, which explores the topic as an organizational necessity to achieving sustained competitive advantage.
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Autorenporträt
Formerly MD of Sotheby's Institute of Art, Professor James McCalman is currently the Head of the Centre for Strategy and Leadership at the University of Portsmouth. He has previously enjoyed roles as MBA Director at the Universities of Glasgow and Strathclyde as well as Ashridge Business School before moving to senior leadership roles in the private and charitable sectors.
James McCalman's most recent post was Chief Executive for the Windsor Leadership Trust, a charity delivering senior leadership development programmes to the private, public, military and charitable sectors at Windsor Castle.
Inhaltsangabe
Introduction Part 1 Leading cultural change. Theoretical perspectives 01 Cultural change management Introduction Change management defined First- and second-order change The cultural paradigm The social construction of the change problem Change management as a social process pioneered by Kurt Lewin Conclusion 02 Organization development Introduction The unitarist perspective and the rise of Taylorism The iron grip of scientific management and bureaucracy The pluralist perspective What do we mean by organization development? Conclusion 03 Cultural change literature Introduction Origins Fashions, fads and the honest grapplers The academic, the manager and the consultant The third way Conclusion 04 A theory of culture Introduction Defining culture Culture as a sense-making device Building a model of culture Cultural themes Expressions of culture Diagnosing cultural themes in use Cultural hegemony The cultural paradigm Conclusion 05 Cultural management as a form of control Introduction Cultural management as a control mechanism Exploring cultural hegemony Identity work Power Changing culture is a power struggle Conclusion 06 Leadership as a cultural variable Introduction It all started with Peter Drucker Identity work again The leadership paradox What they do Who serves whom? Conclusion 07 Leadership and the management of meaning Introduction It's all in the interpretation Leaders manage conflict Leaders build commitment Leadership is a political process A model of leadership Characteristics of a transformational leader Conclusion 08 Language as a cultural process Introduction Language and cultural change Language and discourse routes in management settings The language game and cultural change work Linguistic hegemony Dialogue and cultural change How to engage in dialogue Conclusion 09 Ethnography as a tool for cultural change Introduction Ethnography defined Digging out the detail Differentiating ethnography from the rest Power and organizational politics A multi-perspective approach Conclusion Part 2 Cultural and strategic tensions. When theory meets practice 10 The client and its problem Introduction The client organization Managing cultural and strategic tensions The business strategy Diagnosing cultural problems The research process Key issues: cultural themes in use that needed to change Conclusion 11 Change technologies Introduction The Cordia Change Network The change team structure Building the case for change The seven-step development processes of cultural change leaders Technology as theatre - the change team process Case study: Managing absence levels Conclusion 12 What did the people think? Introduction Research methodology Emergent research themes Identity positions and motivational support Self-actualization experiences Conclusion 13 Reflective learning Introduction Leadership Rapport Dialogue Motivation Vision building Politics Assumptions and values Cultural themes Qualitative research is essential Building learning Conclusion 14 Closing thoughts Cultural building takes time Cultural incubation Partial metamorphosis Dormant cultural themes Cultural change in the safe zone Leading cultural domains Closing comments References Index
Introduction Part 1 Leading cultural change. Theoretical perspectives 01 Cultural change management Introduction Change management defined First- and second-order change The cultural paradigm The social construction of the change problem Change management as a social process pioneered by Kurt Lewin Conclusion 02 Organization development Introduction The unitarist perspective and the rise of Taylorism The iron grip of scientific management and bureaucracy The pluralist perspective What do we mean by organization development? Conclusion 03 Cultural change literature Introduction Origins Fashions, fads and the honest grapplers The academic, the manager and the consultant The third way Conclusion 04 A theory of culture Introduction Defining culture Culture as a sense-making device Building a model of culture Cultural themes Expressions of culture Diagnosing cultural themes in use Cultural hegemony The cultural paradigm Conclusion 05 Cultural management as a form of control Introduction Cultural management as a control mechanism Exploring cultural hegemony Identity work Power Changing culture is a power struggle Conclusion 06 Leadership as a cultural variable Introduction It all started with Peter Drucker Identity work again The leadership paradox What they do Who serves whom? Conclusion 07 Leadership and the management of meaning Introduction It's all in the interpretation Leaders manage conflict Leaders build commitment Leadership is a political process A model of leadership Characteristics of a transformational leader Conclusion 08 Language as a cultural process Introduction Language and cultural change Language and discourse routes in management settings The language game and cultural change work Linguistic hegemony Dialogue and cultural change How to engage in dialogue Conclusion 09 Ethnography as a tool for cultural change Introduction Ethnography defined Digging out the detail Differentiating ethnography from the rest Power and organizational politics A multi-perspective approach Conclusion Part 2 Cultural and strategic tensions. When theory meets practice 10 The client and its problem Introduction The client organization Managing cultural and strategic tensions The business strategy Diagnosing cultural problems The research process Key issues: cultural themes in use that needed to change Conclusion 11 Change technologies Introduction The Cordia Change Network The change team structure Building the case for change The seven-step development processes of cultural change leaders Technology as theatre - the change team process Case study: Managing absence levels Conclusion 12 What did the people think? Introduction Research methodology Emergent research themes Identity positions and motivational support Self-actualization experiences Conclusion 13 Reflective learning Introduction Leadership Rapport Dialogue Motivation Vision building Politics Assumptions and values Cultural themes Qualitative research is essential Building learning Conclusion 14 Closing thoughts Cultural building takes time Cultural incubation Partial metamorphosis Dormant cultural themes Cultural change in the safe zone Leading cultural domains Closing comments References Index
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