TY  - BOOK
AU  - Judge,William Q
TI  - Building organizational capacity for change: the strategic leader's new mandate 
T2  - Strategic management collection,
SN  - 9781606491256
AV  - HD .B855 2011
PY  - 2011///
CY  - [New York, N.Y. (222 East 46th Street, New York, NY 10017)
PB  - Business Expert Press
KW  - Organizational change
KW  - Organization change
KW  - Leadership
KW  - Followership
KW  - Change agents
KW  - Middle management
KW  - Systems thinking
KW  - Communications systems
KW  - Organizational culture
KW  - Organizational trust
KW  - Lateral leadership
KW  - Systemic knowledge
KW  - Cultural ambidexterity
KW  - Organizational assessment
N1  - List of figures --; Part I. Importance and nature of organizational capacity for change --; 1. The strategic leader's new mandate: delivering results while building organizational capacity for change --; 2. What is organizational capacity for change --; Part II. Eight dimensions of organizational capacity for change --; 3. OCC dimension 1: trustworthy leadership --; 4. OCC dimension 2: trusting followers --; 5. OCC dimension 3: capable champions --; 6. OCC dimension 4: involved midmanagement --; 7. OCC dimension 5: systems thinking --; 8. OCC dimension 6: communication systems --; 9. OCC dimension 7: accountable culture --; 10. OCC dimension 8: innovative culture --; Part III. Understanding and assessing organizational capacity for change --; 11. The big picture --; Appendix A. OCC survey instrument --; Appendix B. Eight dimensions and factor loadings for OCC --; Appendix C. OCC benchmarking: descriptive statistics for strategic business units --; Appendix D. OCC benchmarking: mean values for hierarchical subgroups within SBUs --; Appendix E. Resources --; Notes --; References --; Index
N2  - Never before have strategic leaders been confronted with so much overwhelming change. The traditional approach taken by the leader or leaders is to direct or control the organization's reaction on a monthly, weekly, or even daily basis. This approach is stressful and overwhelming for executive leaders, makes middle managers feel torn between honoring their senior leaders and listening to the demands of frontline employees, and is alienating for frontline employees. This approach is hardly a prescription for the pursuit of excellence, and does not enable the organization to be sufficiently agile or nimble to cope with the "white water" conditions in which the organization typically finds itself
ER  -