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Cover of Focusing on Organizational Change v1.0
Published: 
February 2012
Page Count: 
118
ISBN (Digital): 
978-1-4533-3288-7

Focusing on Organizational Change

Version 1.0
By William Q. Judge, Jr.

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Key Features

  • An alternative approach to the subject.
  • In-depth research over the past decade.
  • Customizable.

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This textbook is suitable for the following courses: upper-level management courses.

Focusing on Organizational Change offers an alternative to the traditional approach by focusing on building the entire organization in anticipation of future pressures to change. Based on systematic research of more than 5,000 respondents working within more than 200 organizations or organizational units, this book offers a clear and proven method for diagnosing organizational change capacity. While building organizational change capacity is not fast or easy, it is essential for effective leadership and organizational survival in the 21st century.

  • Dedication

    • Chapter 1: The Strategic Leader’s New Mandate

  • 1.1 The New Mandate for Change Leadership
  • 1.2 Leadership Mandates in Context
  • 1.3 The Leader’s Pursuit of Multiple Objectives
  • 1.4 Mapping the Chapters of This Book

    • Chapter 2: What Is Organizational Capacity for Change?

  • 2.1 Primary Reasons for Failure to Bring About Change
  • 2.2 The Typical Reaction to Challenging Environmental Pressures
  • 2.3 Organizational Capacity for Change Defined
  • 2.4 The Eight Dimensions of OCC
  • 2.5 Concluding Thoughts About OCC

    • Chapter 3: OCC Dimension 1: Trustworthy Leadership

  • 3.1 What Is Trustworthy Leadership?
  • 3.2 Trustworthy Leadership Yields Trust and Cooperation
  • 3.3 Trusting Cooperation Makes All Change Possible
  • 3.4 Trustworthy Leadership Is Valuable and Rare
  • 3.5 Trustworthiness Is Becoming Increasingly Important
  • 3.6 Practices for Cultivating Trustworthy Leadership in Your Organization

    • Chapter 4: OCC Dimension 2: Trusting Followers

  • 4.1 Employees’ Collective Propensity to Trust
  • 4.2 Risk Associated With Trusting Others
  • 4.3 Benefits of Pervasive Organizational Trust
  • 4.4 Practices for Building the Trusting Followers Dimension

    • Chapter 5: OCC Dimension 3: Capable Champions

  • 5.1 Influence Without Authority
  • 5.2 Getting Things Done When Not in Charge
  • 5.3 Rising Importance of Change Champions
  • 5.4 Practices for Cultivating Capable Champions

    • Chapter 6: OCC Dimension 4: Involved Midmanagement

  • 6.1 The Evolving World of Middle Management
  • 6.2 Middle Managers Contributions to Change
  • 6.3 Middle Manager Change Roles
  • 6.4 Practices for Increasing Midmanager Involvement in Change

    • Chapter 7: OCC Dimension 5: Systems Thinking

  • 7.1 A Primer on Systems Thinking
  • 7.2 Systems Thinking and Organizational Change
  • 7.3 Practices for Building Systems Thinking Into Your Organization

    • Chapter 8: OCC Dimension 6: Communication Systems

  • 8.1 Communication Challenges in Modern Organizations
  • 8.2 Organizational Communication and Change
  • 8.3 Using the Communication System to Bring About Change
  • 8.4 Practices of Good Communication Systems

    • Chapter 9: OCC Dimension 7: Accountable Culture

  • 9.1 What Does It Mean to Be Accountable?
  • 9.2 Organizational Culture and Accountability
  • 9.3 Cultural Accountability and Organizational Capacity for Change
  • 9.4 Practices for Making Your Organizational Culture More Accountable

    • Chapter 10: OCC Dimension 8: Innovative Culture

  • 10.1 What Does It Mean to Be Innovative?
  • 10.2 What Makes an Organizational Culture Innovative?
  • 10.3 Innovative Cultures and Capacity for Change
  • 10.4 Practices for Making Your Culture More Innovative

    • Chapter 11: The Big Picture

  • 11.1 The Centrality of Organizations in Our Lives
  • 11.2 Four Organizational Attributes of Change-Capable Organizations
  • 11.3 Assessing Your Organizational Capacity for Change
  • 11.4 Concluding Thoughts

    • Appendix A: Appendix A: OCC Survey Instrument

    Appendix B: Appendix B: 8 Dimensions and Factor Loadings for OCC

    Appendix C: Appendix C: OCC Benchmarking

    Appendix D: Appendix D: OCC Benchmarking

    Appendix E: Appendix E: Resources

  • E.1 Simulations on Building Organizational Capacity and Leading Change
  • E.2 Other Books and Articles on Aspects of Organizational Capacity for Change
  • E.3 Fourteen Teaching Cases That Illustrate the Organizational Capacity for Change Framework

    • Appendix F: References

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    William Q. Judge, Jr. Old Dominion University

    William Q. Judge, Jr. is the E.V. Williams Chair of Strategic Leadership and Professor of Strategic Management in the Management Department at the College of Business & Public Administration at Old Dominion University. Dr. Judge’s teaching, research, and consulting expertise is in the area of strategic leadership and organizational change. Dr. Judge currently serves as the Editor-in-Chief of Corporate Governance: An International Review.
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