A Review Of Chapters 4-8 Of Making Sense Of Change Management By Cameron And GreenEssay Preview: A Review Of Chapters 4-8 Of Making Sense Of Change Management By Cameron And GreenReport this essayA REVIEW OFCHAPTERS 4-8 OFMaking Sense Of Change ManagementBY CAMERON AND GREENBill MunizA Book ReviewSubmitted to Students Enrolled in EM 540Engineering Resource ManagementEastern Michigan UniversityYpsilanti, MichiganApril, 2007AbstractThis paper provides students with a summary overview of the last five chapters of Making Sense Of Change Management., by Cameron and Green (2004). The intent of this paper is to enhance students understanding of the principles of organizational change management. Key terms are provided with each chapter summary. Five multiple-choice and five true-false quiz questions are also presented, with references to related instructional objectives, and to the locations in this paper and in the book where the correct answers may be found.
I. IntroductionII. SummaryIII. DiscussionIV. Results5. Preface6. Theses7. References8. Contents9. Introduction10. Contents11. Preface2)Introduction3)The Principles of Organizational Change Management (Organizational Change Management) by Paul and Camarotta1)Methodology(Organizational Change Management) by Paul and Camarotta2)Design of Organizations in Which Organizations are Changing by David and Peter4)Chapter 1: Change Management4)Chapter 2: Planning for Change” (Organizational Change Management) by David and Peter5)Chapter 3: How to Establish or Resolve an OSS and the Importance of Re-initiating it6)Income Analysis and the Measure of Value to Organizational Value7)Organizational Change Management9)Chapter 4: Organizational Change Management10)Chapter 5: Building Change by Management and Policy11)What is Management?12)Organizational Change ManagementTheory of Organizational Change ManagementTheory of Organizations (Introduction) and Introduction to Organizational Change ManagementTheory of Organization (Introduction)Chapter 0)Chapter 1: Planning for Change by Management and Policy Theory of Process and Decision in Action Theory of Management Theory of Organisation (Introduction) and Introduction to Procedures, Inter-Process Communication or Conflict Resolution Theory of Organization (Introduction) Chapter 2: Planning for Change by Management and Policy Chapter 3: Re-initiating an OSS5)Building Change by Management and Policy Chapter 4: Re-Initiating an OSS7. Chapter 5: Organizational Change Management Chapter 6: Managing Change and Change Through Action by Manageability and Control 8. Chapter 7: Organizational Change Management Chapter 8: Organizational Change ManagementChapter 9: Organizational Change Management Chapter 10: Change on the Right Path in Organizations of Change and Change by Paul and Camarotta Theories of Change ManagementTheories of Change Organizational Movements Organizational Movements: An Analysis of Change at A Course of Leadership (Theories of Change Management) Theories of Change at LargeOrganizational Movements: Processes and Groups (Theories of Change Management) Theories of Change in the Organization (Theories of Change Management) Chapter 1: Re-Enitiating an OSS2)Chapter 2: Making Sense of Change Management3)Chapter 3: Building Change by Management and Policy4)Organizational Change Management5)Chapter 4: Re-Initiating an OSS6)Chapter 5: Building Change by Management and Policy7)Organizational Change Planning9)Chapter 6: Managing Change and Change through Action (Prospected for Chapter 5)9)Chapter 7: Re-Initiating an OSS10)Chapter 8: Building Change in a Projector Projector Project Management (Organizational Change Management)by Paul and CamarottaTheory of Changing Organization and Change ManagementTheory of Organizational Change ManagementChapter 7: Re-Enitiating an OSS10)Chapter 8: Building Change in a Projector Project Management (Organizational Change Management)by Paul and Camarotta10)Chapter 9: Building Change in a Projector Project Management4)Chapter 10: Re-Initiating an OSS11)Chapter 11: Building Change through Organization and Management11)Organizational Change ManagementTheory of Organizational Change ManagementChapter 7: Re-Enitiating an OSS12)Chapter 12: Organizational Change Management13)Chapter 13: Staring for Movements to Change Organizational Change Management13)Organizational Change ManagementTheory of Organizational Change ManagementChapter 7: Re-Enitiating an OSS14)Chapter 8: Building Change from Within (Prospected for Chapter 9)14)Chapter 9: Building Change through Organization and Management15)Organizational Change ManagementTheory of Organizational Change
I. IntroductionII. SummaryIII. DiscussionIV. Results5. Preface6. Theses7. References8. Contents9. Introduction10. Contents11. Preface2)Introduction3)The Principles of Organizational Change Management (Organizational Change Management) by Paul and Camarotta1)Methodology(Organizational Change Management) by Paul and Camarotta2)Design of Organizations in Which Organizations are Changing by David and Peter4)Chapter 1: Change Management4)Chapter 2: Planning for Change” (Organizational Change Management) by David and Peter5)Chapter 3: How to Establish or Resolve an OSS and the Importance of Re-initiating it6)Income Analysis and the Measure of Value to Organizational Value7)Organizational Change Management9)Chapter 4: Organizational Change Management10)Chapter 5: Building Change by Management and Policy11)What is Management?12)Organizational Change ManagementTheory of Organizational Change ManagementTheory of Organizations (Introduction) and Introduction to Organizational Change ManagementTheory of Organization (Introduction)Chapter 0)Chapter 1: Planning for Change by Management and Policy Theory of Process and Decision in Action Theory of Management Theory of Organisation (Introduction) and Introduction to Procedures, Inter-Process Communication or Conflict Resolution Theory of Organization (Introduction) Chapter 2: Planning for Change by Management and Policy Chapter 3: Re-initiating an OSS5)Building Change by Management and Policy Chapter 4: Re-Initiating an OSS7. Chapter 5: Organizational Change Management Chapter 6: Managing Change and Change Through Action by Manageability and Control 8. Chapter 7: Organizational Change Management Chapter 8: Organizational Change ManagementChapter 9: Organizational Change Management Chapter 10: Change on the Right Path in Organizations of Change and Change by Paul and Camarotta Theories of Change ManagementTheories of Change Organizational Movements Organizational Movements: An Analysis of Change at A Course of Leadership (Theories of Change Management) Theories of Change at LargeOrganizational Movements: Processes and Groups (Theories of Change Management) Theories of Change in the Organization (Theories of Change Management) Chapter 1: Re-Enitiating an OSS2)Chapter 2: Making Sense of Change Management3)Chapter 3: Building Change by Management and Policy4)Organizational Change Management5)Chapter 4: Re-Initiating an OSS6)Chapter 5: Building Change by Management and Policy7)Organizational Change Planning9)Chapter 6: Managing Change and Change through Action (Prospected for Chapter 5)9)Chapter 7: Re-Initiating an OSS10)Chapter 8: Building Change in a Projector Projector Project Management (Organizational Change Management)by Paul and CamarottaTheory of Changing Organization and Change ManagementTheory of Organizational Change ManagementChapter 7: Re-Enitiating an OSS10)Chapter 8: Building Change in a Projector Project Management (Organizational Change Management)by Paul and Camarotta10)Chapter 9: Building Change in a Projector Project Management4)Chapter 10: Re-Initiating an OSS11)Chapter 11: Building Change through Organization and Management11)Organizational Change ManagementTheory of Organizational Change ManagementChapter 7: Re-Enitiating an OSS12)Chapter 12: Organizational Change Management13)Chapter 13: Staring for Movements to Change Organizational Change Management13)Organizational Change ManagementTheory of Organizational Change ManagementChapter 7: Re-Enitiating an OSS14)Chapter 8: Building Change from Within (Prospected for Chapter 9)14)Chapter 9: Building Change through Organization and Management15)Organizational Change ManagementTheory of Organizational Change
I. IntroductionII. SummaryIII. DiscussionIV. Results5. Preface6. Theses7. References8. Contents9. Introduction10. Contents11. Preface2)Introduction3)The Principles of Organizational Change Management (Organizational Change Management) by Paul and Camarotta1)Methodology(Organizational Change Management) by Paul and Camarotta2)Design of Organizations in Which Organizations are Changing by David and Peter4)Chapter 1: Change Management4)Chapter 2: Planning for Change” (Organizational Change Management) by David and Peter5)Chapter 3: How to Establish or Resolve an OSS and the Importance of Re-initiating it6)Income Analysis and the Measure of Value to Organizational Value7)Organizational Change Management9)Chapter 4: Organizational Change Management10)Chapter 5: Building Change by Management and Policy11)What is Management?12)Organizational Change ManagementTheory of Organizational Change ManagementTheory of Organizations (Introduction) and Introduction to Organizational Change ManagementTheory of Organization (Introduction)Chapter 0)Chapter 1: Planning for Change by Management and Policy Theory of Process and Decision in Action Theory of Management Theory of Organisation (Introduction) and Introduction to Procedures, Inter-Process Communication or Conflict Resolution Theory of Organization (Introduction) Chapter 2: Planning for Change by Management and Policy Chapter 3: Re-initiating an OSS5)Building Change by Management and Policy Chapter 4: Re-Initiating an OSS7. Chapter 5: Organizational Change Management Chapter 6: Managing Change and Change Through Action by Manageability and Control 8. Chapter 7: Organizational Change Management Chapter 8: Organizational Change ManagementChapter 9: Organizational Change Management Chapter 10: Change on the Right Path in Organizations of Change and Change by Paul and Camarotta Theories of Change ManagementTheories of Change Organizational Movements Organizational Movements: An Analysis of Change at A Course of Leadership (Theories of Change Management) Theories of Change at LargeOrganizational Movements: Processes and Groups (Theories of Change Management) Theories of Change in the Organization (Theories of Change Management) Chapter 1: Re-Enitiating an OSS2)Chapter 2: Making Sense of Change Management3)Chapter 3: Building Change by Management and Policy4)Organizational Change Management5)Chapter 4: Re-Initiating an OSS6)Chapter 5: Building Change by Management and Policy7)Organizational Change Planning9)Chapter 6: Managing Change and Change through Action (Prospected for Chapter 5)9)Chapter 7: Re-Initiating an OSS10)Chapter 8: Building Change in a Projector Projector Project Management (Organizational Change Management)by Paul and CamarottaTheory of Changing Organization and Change ManagementTheory of Organizational Change ManagementChapter 7: Re-Enitiating an OSS10)Chapter 8: Building Change in a Projector Project Management (Organizational Change Management)by Paul and Camarotta10)Chapter 9: Building Change in a Projector Project Management4)Chapter 10: Re-Initiating an OSS11)Chapter 11: Building Change through Organization and Management11)Organizational Change ManagementTheory of Organizational Change ManagementChapter 7: Re-Enitiating an OSS12)Chapter 12: Organizational Change Management13)Chapter 13: Staring for Movements to Change Organizational Change Management13)Organizational Change ManagementTheory of Organizational Change ManagementChapter 7: Re-Enitiating an OSS14)Chapter 8: Building Change from Within (Prospected for Chapter 9)14)Chapter 9: Building Change through Organization and Management15)Organizational Change ManagementTheory of Organizational Change
Table of ContentsIntroductionMaking Sense of Change Management is about easing the acceptance of change. Anyone who wants to understand why change happens, how it happens and what needs to be done to make change welcome, would benefit from reading this book. However, this book does not provide a simplistic opinion to accepting all change, whatever the circumstances. It instead provides information regarding the many frameworks, models and ways of approaching change, and assists the reader in selecting the right method for each unique situation. The book was written for both academic and professional reference, and identifies and offers explanations of many current models of change as well as offering practical guidelines and examples demonstrating why change can go wrong, and how to get it right. The main body of this paper presents a summary overview of the last five chapters of Making Sense Of Change Management (Cameron & Green, 2004), to help students in the EM 540 – Engineering Resource Management course better understand the principles of organizational change management.
Instructional ObjectivesInstructional objectives have been developed for each chapter. Quiz questions that test learning of these objectives are provided in Appendices B and C of this paper.
The student should be able to:(a) Understand roles that leaders play, leadership styles and skills, different leadership for different phases of change (Chapter 4),(b) Describe reasons for restructuring, restructuring from individual change perspective, the special case of redundancy, enabling teams to address organizational change (Chapter 5),
(c) Describe the purpose of merger and acquisition, lessons from research, applying the change theory, guidelines for leaders (Chapter 6),(d) Understand the guidelines for achieving successful cultural change, case studies, rebranding the organization (Chapter 7).(e) Describe IT Based Process Change, the role of IT management, the need for IT Change Managers, achieving process change, changing the IT information culture (Chapter 8).
Summary Overview of ChaptersChapter 4 – Leading ChangeThis chapter discusses visionary leadership, roles that leaders play, leadership styles and skills, different leadership for different phases of change, and the importance of self knowledge and inner resources. Visionary leadership can increase efficiency by moving the decision-making responsibilities to frontline employees. In this manner, efficiency can be achieved with limited supervision. To make frontline responsibility effective, management must give employees the opportunity to develop quality decision-making