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Managing organizational change : the measurable benefits of applied iOCM / Linda C. Mattingly.

By: Material type: TextTextSeries: Publication details: New York, New York (222 East 46th Street, New York, NY 10017) : Business Expert Press, (c)2018.Edition: First editionDescription: 1 online resource (125 pages)Content type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781947843080
Subject(s): LOC classification:
  • HD58 .M363 2018
Online resources: Available additional physical forms:
Contents:
2. Addressing the misunderstandings that undermine effective OCM -- 3. Maximizing the benefits of OCM experts -- 4. Introducing Integrated Organizational Change Methodology (iOCMTM) -- 5. iOCMTM: different roles: unique perspectives -- 6. Implementing iOCMTM within your own organization -- 7. Modifying existing tools to incorporate iOCMTM principles -- 8. Additional tools to support iOCMTM -- 9. Conclusion -- About the author -- Index.
Abstract: Data gathered from extensive research on change implementation projects from a variety of industries, that span the globe, reveal that approximately 70% of change programs fail to achieve anticipated return on investment (ROI). This is not due to the actual business solution, process, or system changes, but rather because they do not effectively address change-related organizational issues. There are a number of well-established and well-documented organizational change methodologies (each providing a framework for implementing successful change) that companies rely on to address the "people" side of change, but the vast majority of these companies still fail to achieve expected ROI. This book first presents the case for implementing effective organizational change to ensure maximum ROI; then explains the fundamentals associated with effective organizational change management; and finally introduces the concept of Integrated Organizational Change Methodology (iOCM) as a highly effective way to integrate any organizational change management process into a company's existing project delivery methodology. The final chapters provide templates/examples to support change activities in each project phase, including project closeout activities.
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Item type Current library Collection Call number URL Status Date due Barcode
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) G. Allen Fleece Library Non-fiction HD58.8 (Browse shelf(Opens below)) Link to resource Available 9781947843080

1. Why change initiates fail -- 2. Addressing the misunderstandings that undermine effective OCM -- 3. Maximizing the benefits of OCM experts -- 4. Introducing Integrated Organizational Change Methodology (iOCMTM) -- 5. iOCMTM: different roles: unique perspectives -- 6. Implementing iOCMTM within your own organization -- 7. Modifying existing tools to incorporate iOCMTM principles -- 8. Additional tools to support iOCMTM -- 9. Conclusion -- About the author -- Index.

Data gathered from extensive research on change implementation projects from a variety of industries, that span the globe, reveal that approximately 70% of change programs fail to achieve anticipated return on investment (ROI). This is not due to the actual business solution, process, or system changes, but rather because they do not effectively address change-related organizational issues. There are a number of well-established and well-documented organizational change methodologies (each providing a framework for implementing successful change) that companies rely on to address the "people" side of change, but the vast majority of these companies still fail to achieve expected ROI. This book first presents the case for implementing effective organizational change to ensure maximum ROI; then explains the fundamentals associated with effective organizational change management; and finally introduces the concept of Integrated Organizational Change Methodology (iOCM) as a highly effective way to integrate any organizational change management process into a company's existing project delivery methodology. The final chapters provide templates/examples to support change activities in each project phase, including project closeout activities.

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