Focusing on Organizational Change

(2 reviews)

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William Judge, Old Dominion University

Pub Date:

ISBN 13: 978-1-4533328-8-7

Publisher: Saylor Foundation

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Reviewed by Laura Lunsford, Associate Professor, University of Arizona, on 1/8/2016.

The text is targeted at executives and is written in a more popular voice than an academic text. The chapters appear to cover content related to … read more

 

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Reviewed by William Thibodeaux, Associate Professor, Undergraduate program Coordinator, Nicholls State University, on 12/6/2016.

This book does cover all areas and ideas of the subject appropriately and quite effectively as well. The comprehensive nature of this book lies in … read more

 

Table of Contents

  • Chapter 1: The Strategic Leader’s New Mandate
  • Chapter 2: What Is Organizational Capacity for Change?
  • Chapter 3: OCC Dimension 1: Trustworthy Leadership
  • Chapter 4: OCC Dimension 2: Trusting Followers
  • Chapter 5: OCC Dimension 3: Capable Champions
  • Chapter 6: OCC Dimension 4: Involved Midmanagement
  • Chapter 7: OCC Dimension 5: Systems Thinking
  • Chapter 8: OCC Dimension 6: Communication Systems
  • Chapter 9: OCC Dimension 7: Accountable Culture
  • Chapter 10: OCC Dimension 8: Innovative Culture
  • Chapter 11: The Big Picture

About the Book

Never before have strategic leaders been confronted with so much overwhelming change. The traditional approach is to teach the leader or leaders how to direct or control the organizations’ reaction on a monthly, weekly, or even daily basis. This approach is stressful and overwhelming for executive leaders, makes middle managers feel torn between honoring their senior leaders and listening to the demands of front line employees, and is alienating for front line employees.

Focusing on Organizational Change offers an alternative to the traditional approach by focusing on building the change capacity of 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 organization or organizational units conducted during the previous decade, this book offers a clear and proven method for diagnosing your 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.

About the Contributors

Author(s)

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.