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- Strategic change
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1. A convergence model for change
- Prof. Colin Carnall
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2. Models for strategic change: an overview from strategic management
- Prof. David Wilson
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3. Making M&A's successful
- Mr. Richard DiGeorgio
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4. Developing context sensitive approaches to change: contextual features
- Prof. Veronica Hope Hailey
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5. Building energy for change
- Dr. John Potter
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6. The 5 forces of change: a blueprint for leading successful change
- Mr. Anthony Greenfield
- Organizational interventions
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8. Coaching as a tool of change
- Dr. Barbara Moyes
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9. Creating positive workplaces: myth or reality?
- Ms. Marilyn Tyzack
- Sustainable change in complex organizations
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10. Unleashing change in public services
- Prof. Steven Kelman
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11. Change management in the private and public sector
- Dr. David Bamford
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12. Change management and complexity dynamics
- Dr. Ysanne Carlisle
- Making the people agenda work effectively
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13. Behavioral issues in change
- Prof. Bernard Burnes
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14. Change and the individual: expectations and triggers
- Dr. Ann Parkinson
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15. Facilitating individual and personal change
- Dr. Suzanne Pollack
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16. Change and its leadership
- Prof. Malcolm Higgs
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18. Leadership transitions
- Mr. Richard DiGeorgio
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19. Talent: the secret to being world class
- Mr. Chris Roebuck
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20. Managing talent during times of uncertainty
- Mr. Stuart McAdam
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21. The role of supervisors for change acceptance
- Dr. Pedro Neves
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22. Management consultants
- Prof. Stuart Macdonald
- Re-thinking change
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23. Stimulating organizational learning through networks and communities
- Dr. Alison Donaldson
- Ms. Elizabeth Lank
- Prof. Jane Maher
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24. Organizational and transformational change
- Prof. Jaap Boonstra
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25. Organizational culture and change
- Dr. Michael Phelan
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26. The moral foundations for change management
- Prof. Roger Steare
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28. Culture change
- Mr. Michael Maynard
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29. Re-imaging and re-imagining approaches to organizational change
- Prof. Cliff Oswick
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30. Organizational change: transformation from e-government
- Dr. Roland Yeo
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31. Change management
- Prof. David Lewin
Printable Handouts
Navigable Slide Index
- Introduction
- Levels of analysis in strategic change
- The change 'map'
- Trends in strategic change at organisational level
- Some popular change 'solutions'
- Programmatic approaches
- The aims of programmes
- Management technologies: 1950-1995
- Programmed changes
- The change process
- Strategic change: finding key organisational issues
- Leadership and governance: role of the top team
- Role of the board/top team
- Ineffective board/top teams
- Effective boards
- Culture, structure, knowledge
- The organisational context
- Organisational cultures and structures
- The organisational knowledge base (1)
- The organisational knowledge base (2)
- The organisational knowledge base (3)
- Benefits of organisational knowledge base
- Knowledge base and organisational context (1)
- Knowledge base and organisational context (2)
- M&S: an organisation which lost its way
- Animation and orientation
- Marks and Spencer (1)
- Marks and Spencer (2)
- Board issues at M&S
- M&S: Knowledge base and organisational context
- M&S: Are the changes locked into place?
- Lomax and Myners
- M&S in the future
- References
Topics Covered
- Levels of analysis in strategic change
- The change map
- Trends in strategic change at the organizational level
- Some popular change solutions
- Programmatic approaches
- The change process
- Leadership and governance
- Role of the board and top team
- Culture structure and knowledge
- The organizational knowledge base
- M&S case study
Links
Series:
Categories:
Bite-size Case Studies:
Talk Citation
Wilson, D. (2009, January 27). Models for strategic change: an overview from strategic management [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved October 4, 2024, from https://doi.org/10.69645/MMBP5688.Export Citation (RIS)
Publication History
Models for strategic change: an overview from strategic management
Published on January 27, 2009
45 min