Includes bibliographical references (pages 183-188) and index.
CONTENTS NOTE
Text of Note
1. Introduction, Chapter 2 Organizational change, Chapter 3. Organizational culture and change, Chapter 4. The case -- and how we studied it, Chapter 5. A cultural change project I: background, objectives and design, Chapter 6. A cultural change project II: implementation, reception and outcomes, Chapter 7. 'It is not so damn easy' -- lack of consistence and expressiveness in cultural change work, Chapter 8. Disconnected work: Cultural change efforts discoupled, Chapter 9. Hyperculture, Chapter 10. Working with culture vs culture working on change workers?, Chapter 11. Working with change, Chapter 12. Lessons for cultural change actors and others.
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SUMMARY OR ABSTRACT
Text of Note
From planning and inception to project management and engagement, this important study explores the experiences of various stakeholders undergoing real life change processes. The text explains how organisations can promote change without alienating the people needed to implement it.