Organizational Behavior
Second Meeting
Rules, Leadership, and Power
concepts
- strategy and rules
- zeroing
- simplicity, boundaries, priority, timing, and exiting
- number of rules
- creation
- leadership
- focus
- behaviors and processes for successful change
- sense-making
- visioning
- sense giving
- aligning
- enabling
- supporting
- maintaining momentum and sustaining
- leadership styles
- the collective nature of leadership
- power
- organizational politics
- ethics-based theories
- instrumental theories
- resource dependence theory
- prospect theory
- stakeholder theory
- communication strategy
- directionality
- organizational silence
- roles
- isolates, boundary spanners, gatekeepers, playmakers
- trust
- seven core activities
- recognizing and starting
- diagnosing and formulating
- planning
- implementing and reviewing
- sustaining
- leading and managing
- learning
- implementing blueprint change
- implementing emergent change
- monitoring the implementation
- measuring the change
- reviewing the change
- sustainability
reading
- Hayes, J. (2014). The theory and practice of change management.
- Eisenhardt, K. M., & Sull, D. N. (2001). Strategy as simple rules. Harvard business review, 79(1), 106-119.
- Ford, J. D., Ford, L. W., & D'Amelio, A. (2008). Resistance to Change: The Rest of the Story. Academy of Management Review, 33(2), 362–377.
- Mezias, J., Grinyer, P., & Guth, W. D. (2001). Changing Collective Cognition: A Process Model for Strategic Change. Long Range Planning, 34(1), 71–95.
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