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Strategic Change Management in Public Sector Organisations

David Baker, University College Plymouth St Mark and St John, UK

 - written by a highly knowledgeable and well-respected practitioner in the field
 - draws on the author’s wide-ranging practical experience of major organizational development and change management in a wide range of situation Applies as well as describes theory
 - provides practical and realistic solutions to real-world problems
 - gives the reader a ‘how-to’ manual for a range of circumstances and environments
 - can be read as a whole or as a reference tool for specific circumstances

This book covers all the major aspects of change management for those working in public sector and not-for-profit organizations. It summarizes key theories and approaches to change management and includes detailed, worked descriptions of key techniques used in change management processes and programmes, with extensive reference to case studies drawn from a range of public sector, not-for-profit and other environments.

ISBN 1 84334 141 7
ISBN-13: 978 1 84334 141 3
February 2007
328 pages  234 x 156mm  paperback  
£39.95 / US$70.00 / €50.00

Usually dispatched within 24 hours

£59.95 / US$100.00 / €75.00

About the author

David Baker, MA, MMus, MLS, PhD, MBA, FCILIP, FCMI, FRCO, FRSA, is Principal of University College Plymouth St Mark and St John and Professor of Strategic Information Management there. He was previously Pro-Vice-Chancellor at the University of East Anglia, Norwich. He has worked in management and leadership roles in UK Higher Education for 30 years and has undertaken a number of major change management projects both in the UK and abroad, including many countries in Western Europe and the Third World. He has published several management texts, most recently The Strategic Management of Technology: A Guide for Library and Information Services (Chandos, 2004).

Contents

Introducing change and strategic change management
 - Introduction
 - Change
 - The organisation
 - Not-for-profit organisations
 - The necessity for change
 - The user
 - Competition
 - Diversity and diversification
 - Legislation
 - Human resource management
 - Technology
 - Finance
 - Types of change
 - Organisational readiness for change
 - Change management
 - Strategic change management
 - Defining strategy
 - Why is strategy so important in change management?
 - Summary
 - Notes
 - References

Structure and culture
 - Introduction
 - Structure
 - Types of structure
 - ICT and structure
 - Culture
 - Organisational culture
 - Types of culture
 - Sub-cultures
 - Power
 - The challenge of changing organisational cultures
 - Approaches to culture change
 - Recognising diversity
 - Culture change in context
 - People change
 - Summary
 - References

Building blocks
 - Introduction
 - Rationale for change
 - Environmental knowledge
 - Frameworks
 - Timing
 - Time
 - Resource allocation
 - Changing direction
 - Iteration
 - Commitment
 - Consistency
 - Integrity, truthfulness, openness, ethical standards
 - Communication
 - Communication techniques and approaches
 - Motivation
 - Involvement and engagement
 - Encouragement
 - Empowerment
 - Bottom-up and top-down approaches
 - Change versus continuity
 - Managing resistance
 - Conflict management
 - Summary
 - Note
 - References

Roles and responsibilities, partners and players
 - Introduction
 - Managers
 - The change manager
 - The workforce
 - Change agents
 - The HR manager
 - External stakeholders
 - Governors and leaders
 - Leadership
 - Leadership and management
 - Style
 - The single leader
 - Teams
 - Partnership working
 - Summary
 - Notes
 - References

Learning for change
 - Introduction
 - Strategic human resource management
 - Recruitment, selection and promotion
 - Training and development
 - Leadership development
 - Management development
 - Lessons learned
 - The learning organisation
 - Summary
 - References

Strategy development
 - Introduction
 - Strategy development
 - The strategic plan
 - Vision
 - Mission
 - Values
 - Aims and objectives
 - Position and operating statements
 - Action plans
 - Summary
 - References

Route mapping for change: techniques and tools
 - Introduction
 - Forecasting
 - Delphi
 - Environmental analysis
 - Stakeholder analysis
 - Benchmarking
 - Portfolio analysis
 - Market analysis
 - Balanced scorecard
 - Innovation scorecard
 - SWOT analysis
 - 7S model
 - Content, context and process model
 - Force field analysis
 - SIPOC
 - Summary
 - Notes
 - References

Change implementation: techniques and tools
 - Introduction
 - Strategic and operational levels
 - Systems thinking
 - Hard Systems Approach
 - Soft Systems Methodology
 - Systems Intervention Strategy
 - Appreciative Inquiry
 - Spiral Dynamics
 - Organisational Development
 - Business Process Re-engineering
 - Investors in People
 - Total Quality Management
 - EFQM
 - Team Management Systems
 - Summary
 - Notes
 - References

Programme and project management
 - Introduction
 - Defining project and programme
 - The rationale for undertaking programmes and projects
 - Organising programmes and projects to best effect
 - The main stages of a project
 - Programmes and projects in context
 - Defining success
 - Critical success factors
 - Risk management
 - Risk registers
 - Summary
 - References

Summary
 - The necessity for change
 - So what is good change management?
 - Key skills
 - Complexity of change
 - Vision and opportunity
 - The organisation
 - The people dimension
 - Communication, iteration, evaluation
 - Stakeholders
 - New ideas and attitudes
 - Targets, timescale, timing
 - Change as project
 - The change manager/leader
 - Impact, balance, integration
 - Tools and techniques
 - The new change management
 - Endnote
 - Notes
 - References