Changing Organizational Culture The Change Agent's Guidebook [Paperback]

To alter an organization’s culture, change agents must first understand its attitudes, beliefs and assumptions. Marc Schabracq’s innovative new book is based on a fresh way of thinking that deals with both the functional and structural features of cultures. Focusing on the greatest barrier to organizational change - the attitudes and assumptions of people – it offers three approaches that collectively assist the change process: changing goals through the leader; improving effectiveness through the members; and enriching assumptions through group dialogue. The scales, checklists and exercises are available online. A priceless resource for consultants and change agents, Changing Organizational Culture is also valuable reading for senior managers and business students interested in the change process.About the Author.

Introduction.

Part I: Changing organizational culture.

Chapter 1. Organizational culture.

Chapter 2. Assessing the organization and cultural change.

Chapter 3. Everyday reality, attitude and leadership.

Chapter 4. Mapping and taking away ineffectiveness.

Chapter 5. Dialogue.

Part II: techniques, personal issue and exercises.

Chapter 6. Techniques and tools.

Chapter 7. Personal issues.

Chapter 8. Exercises.

Part III: Addenda.

Addendum 1: Some meanings of the non-verbal behavioral elements in Chapter 8.

Addendum 2. Some connotations of the words in the You-We-It exercise in Chapter 8.

Addendum 3. Examples of unproductive assumptions (Chapter 8, Walk 2).

Bibliography.

Index.

Dr Marc J. Schabracq (1949, Amsterdam, The Netherlands;