| Description |
1 online resource : text file, PDF |
| Series |
Management Handbooks for Results |
| Contents |
Cover; Half Title; Title Page; Copyright Page; Dedication; Contents; Recognition; Prologue; Author; SECTION I: What Is Innovative Change Management (ICM)?; Chapter 1 Introduction to Innovative Change Management; Opening the Door to Change; Change Is Always Personal; Important Definitions Used in This Book; Two Types of ICM; PCM Advantages; CCM Advantages; Implementing PCM; Magnitude of Change Activities; PCM Cycle; The Status Quo Level; The Four Key ICM Factors; Key Guidelines; Chapter 2 The AS/IS Environment; Project Change Management Addresses People Problems; Innovation Areas |
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Todayâ#x80;#x99;s EmployeeThatâ#x80;#x99;s Not Fair; The Open-Minded Employee; Chapter 3 Important Background; Building Commitment; Institutionalized Commitment; Internalized Commitment; Communication; Five-Way Communications; The Downside to Improvement (Layoffs); The Future of ICM; Typical Life Cycles for Products and Projects; Murphyâ#x80;#x99;s Laws Related to ICM; Billy Arcementâ#x80;#x99;s Inputs; SECTION II: Management Action; Chapter 4 Leading by Example; Executive Leadership; Why Managers First; Management Leadership; Why Top Management Keeps ICM at Armâ#x80;#x99;s Length; Managementâ#x80;#x99;s Role; Basic Beliefs |
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Chapter 5 The Innovative ManagerManagers Are Ultimately Held Accountable; How to Get Creativity, Innovation, Involvement, and Participative Management to Thrive; Things Successful Managers Must Do; Caught in the Middle; Employment Security; Trust and Confidence; Tell Them Why; Do It with a Smile; Listening; Urgency and Persistence; Recognizing Good and Bad Performanceâ#x80;#x94;The Feedback Process; Participation/Employee Involvement; The Pushâ#x80;#x93;Pull of Management; How to Get Employees to Work; Management Threats; Self-Motivation; Employee Involvement; Communicateâ#x80;#x94;Communicateâ#x80;#x94;Communicate |
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Town MeetingsDeveloping the Desire to Change; The New Middle Manager; Managementâ#x80;#x99;s Change Process; Innovative Manager Summary; SECTION III: Rewards and Recognition; Chapter 6 Introduction to Innovative Change Management Tools and Methodologies; The Basis for Change; Introduction to Rewards and Recognition; Chapter 7 Rewards and Recognition; Reward Process Hierarchy; Why Reward People?; Key Reward Rules; Types of Rewards; Implementation of the Reward Process; Donâ#x80;#x99;t Turn the Organization Upside Down; Reward and Recognition Advantages and Disadvantages; People Want Recognition |
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Chapter 8 Project Change Management and Culture Change Management Tools and MethodologiesIntroduction; Different Approaches to ICM; Five Types of Change Assessment; Assessment 1: Innovation Maturity Analysis; Assessment 2: Change History Analysis; Assessment 3: Employee Opinion Survey; Assessment 4: Customer Focus Groups; Assessment 5: Is/Should Be Analysis; Assessment Report; Performance Improvement Management; Chapter 9 Suggestion Programs; Problems with U.S. Suggestion Programs; Getting Ideas Flowing; Idea Sharing; Problems without Known Solutions; Request for Corrective Action |
| Summary |
"Innovative Change Management (ICM) represents the accumulated wisdom and knowledge of one of the world's foremost performance improvement specialists. It includes a clear and thorough explanation of the necessary critical tools for creating a system that results in much higher percentage of your initiatives being successful projects. Studies conducted by organizations such as Gartner, Ernst & Young, and Harrington Management Systems indicate that on average less than 25% of the innovative projects our successful. Through the effective use of the ICM methodology you can turn thousands of lost employee hours into millions of dollars in increased profit. As a progressive manager, you probably have already invested millions of dollars in improvement methodologies like Six Sigma, Reengineering, ISO 9000, and Quality Management Systems. Most likely some of these have been successful, but not as successful as you projected they should have been. To make matters even worse, the performance improvement changes that have been implemented have never shown up in the bottom line where the real value of management is finally measured. In most cases the potential benefits of the program are not realized because the people that need to implement the concepts did it under duress because they were not convinced that it was going to be beneficial to them personally. Through the effective use of ICM your skeptical employees will move from the skeptical phase, to the acceptance phase, and finally into the commitment phase. Eventually ICM will help turn activities into behaviors and behaviors into habits that all the organization and stakeholders will benefit from. This book unveils to the reader for the first time how ICM combines project change management, culture change management, and project management concepts to create an effective and innovative organization. These concepts combined together result in homogeneous improvements in performance improvement and cultural change. The book outlines a step-by-step procedure designed to apply ICM to complex programs like process redesign and supply chain management as well as to simple ones like relocation of offices. It also provides field-tested change methodologies to help you systematically include change into your strategic management plan. You'll find in this book a systematic easy-to-follow recipe for: How to set the stage for ICM. How to develop a new management style that encourages innovation. How to develop and implement a Project Change Management methodology to support the project management methodology How to develop a cultural change management program. How to reward and recognize the innovation activities generated by your employees. Making ICM an important part of the strategic plan. How to help employees understand the career-enhancing aspects of change How to maximize your organization's ROC (Return on Change) To date, most of the activity related to change management focused on successfully implementing individual projects. Statistics indicate that this is not enough to keep up with today's rapid changing innovative competition. Most profitable organizations are working diligently on increasing their innovation capabilities. This is requiring a completely new restructured management style and behavioral patterns that are foreign to most of today's successful managers. For example, our old management style focused on elimination of all errors and the new system accepts errors as a necessary learning experience."--Provided by publisher |
| Subject |
Organizational change.
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Corporate culture.
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Organizational Innovation
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Organizational Culture
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Corporate culture
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Organizational change
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| Form |
Electronic book
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| ISBN |
9781351248556 |
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1351248553 |
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9781351248549 |
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1351248545 |
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9781351248525 |
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1351248529 |
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