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Change Management
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Change Management
Altering Mindsets in A Global Context

  • V Nilakant - University of Canterbury, Christchurch, New Zealand
  • S Ramnarayan - Indian School of Business, Hyderabad, India

© 2006 | 356 pages | SAGE Publications Pvt. Ltd
Based on their extensive research and work with organisations, V Nilakant and S Ramnarayan present a new model for organisational change that identifies four core tasks crucial to the success of any change initiative: appreciating change, mobilising support for change, executing change and building change capability. The authors contend that those change initiatives that do not succeed are the direct outcome of a failure to effectively manage one or more of these tasks.

Simultaneously, as it warns managers against adoping simplistic recipes, Change Management also explains how organisational change is about changing the way in which people think and act. This book suggests four fundamental ways of altering the mindsets of managers: tuning to the external environment and people`s mindsets inside the organisation; influencing and persuading people and strengthening communication; constructing change initiatives on the basis of cross-functional collaboration and challenging goals; and creating positive contexts that enable people to have faith in thier own capabilities. This book argues that effective management of change is about balance—balance between short-term and long-term, profits and people , overview and detail, continuity and transformation and between the feasible and the desirable.
 
Preface
 
The Change Management Model
 
Appreciating Change: Industry Analysis
 
Appreciating Change: Mental and Business Models
 
Mobilising Support
 
Executing Change
 
Building Change Capability
 
Leadership and Change
 
Index

The book contained long illustrations of successful Indian organizations…. This is one of the books on the subject, with a neat and well-integrated framework, packing rich material in a small space. The book reflects the authors’ deep scholarship and long experience in managing and facilitating change.

Journal of Health Management

The front cover, creatively and colourfully designed with landscape title positioning, seemed to hint towards a fresh ‘CHaNGE.’ Perhaps a desirable newness that I could, as a reader, expect to find in the pages ahead as well. My expectations were not belied. While the Foreword by P Chidambaram…imparts a credible appeal to this book, the Preface by the authors could be stimulating to a reader interested in excellence in/of India and Indian organizations….Nilakant and Ramnarayan, in this book, adopt an interesting, flowing, and engaging storyline, filled with useful conceptualizations and application tips for any reader interested in appreciating change, learning about change management, and wanting to bring about desirable changes in her/his organizational contexts.

Vikalpa

The book is academic in nature to the extent that it provides a model and research to support the assertions of the authors. There is a good review of literature and organizational data to support the model and its postulates, Students researching the topic would be delighted to find ample and accurate referencing and amzing lindages of data to concepts, Teachers would find that the models proposed have depth of thought and philosoply implicitly placed in the contents of the book.

Consulting Ahead

The front cover, creatively and colourfully designed with landscape title positioning, seemed to hint towards a fresh ‘CHANGE.’...While the Foreword by P Chidambaram…imparts a credible appeal to this book, the Preface by the authors could be stimulating to a reader interested in excellence in/of India and Indian organizations….Nilakant and Ramnarayan, in this book, adopt an interesting, flowing, and engaging storyline, filled with useful conceptualizations and application tips for any reader interested in appreciating change, learning about change management, and wanting to bring about desirable changes in her/his organizational contexts.

Vikalpa

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