Julie Hodges

Organizational change is unsettling for employees. It leads to higher levels of stress and anxiety and lower levels of productivity. Protecting workplace wellbeing during these times of change is essential and this book shows you how. Written by a leading voice in the organizational change space, Organizational Change and Wellbeing is a comprehensive guide for all senior HR professionals, change management practitioners and those studying organizational transformation and employee wellbeing at postgraduate level. This evidence-based guide explores the key theories of organizational change, the importance of workplace wellbeing and the impact that change have on individual and business performance. This book examines how disruption, anxiety and stress caused by business change can lead to increased staff turnover, burnout and absenteeism but explains how a strategic focus on employee wellbeing during these times of flux can improve productivity, innovation, business results and team dynamics. Full of practical advice, research insights and real-world examples from public, private and not-for profit companies across the globe, this book shows how to achieve lasting workplace change at the same time as fostering workplace wellbeing. There is essential coverage of the role of managers and leaders during times of change and guidance on how to embed and monitor wellbeing practices in the organization. There is also discussion of how to assess the potential benefits and risks that AI can have on wellbeing during times of business change. Supporting online resources include PowerPoint slides for each chapter.

Organizational change is unsettling for employees. It leads to higher levels of stress and anxiety and lower levels of productivity. Protecting workplace wellbeing during these times of change is essential and this book shows you how. Written by a leading voice in the organizational change space, Organizational Change and Wellbeing is a comprehensive guide for all senior HR professionals, change management practitioners and those studying organizational transformation and employee wellbeing at postgraduate level. This evidence-based guide explores the key theories of organizational change, the importance of workplace wellbeing and the impact that change have on individual and business performance. This book examines how disruption, anxiety and stress caused by business change can lead to increased staff turnover, burnout and absenteeism but explains how a strategic focus on employee wellbeing during these times of flux can improve productivity, innovation, business results and team dynamics. Full of practical advice, research insights and real-world examples from public, private and not-for profit companies across the globe, this book shows how to achieve lasting workplace change at the same time as fostering workplace wellbeing. There is essential coverage of the role of managers and leaders during times of change and guidance on how to embed and monitor wellbeing practices in the organization. There is also discussion of how to assess the potential benefits and risks that AI can have on wellbeing during times of business change. Supporting online resources include PowerPoint slides for each chapter.

Change in organizations is all about people; it is people who plan, prepare for and implement change and who are affected by it in the daily course of their work. However, there is a tendency to focus on the more technical and quantifiable aspects of implementing organizational change programmes whilst ignoring the complex ways that these will impact individuals. Providing an evidence-based analysis of change in organizations, Managing and Leading People Through Organizational Change is written for senior practitioners responsible for change programmes and postgraduate students of organizational change. This updated edition demonstrates the importance of understanding the impact of developing technologies, including AI, as well as how best to implement sustainability and inclusion in the workplace. With new material on individual wellbeing and the impact of hybrid working, this book sets out frameworks, practical approaches and recommendations for communicating with and leading individuals, teams and organizations through change. Full of exercises, interviews and real-world examples from across the globe, this book is an essential resource for leaders and students enabling them to achieve sustainable benefits of change at work.

Change in organizations is all about people; it is people who plan, prepare for and implement change and who are affected by it in the daily course of their work. However, there is a tendency to focus on the more technical and quantifiable aspects of implementing organizational change programmes whilst ignoring the complex ways that these will impact individuals. Providing an evidence-based analysis of change in organizations, Managing and Leading People Through Organizational Change is written for senior practitioners responsible for change programmes and postgraduate students of organizational change. This updated edition demonstrates the importance of understanding the impact of developing technologies, including AI, as well as how best to implement sustainability and inclusion in the workplace. With new material on individual wellbeing and the impact of hybrid working, this book sets out frameworks, practical approaches and recommendations for communicating with and leading individuals, teams and organizations through change. Full of exercises, interviews and real-world examples from across the globe, this book is an essential resource for leaders and students enabling them to achieve sustainable benefits of change at work.

The only way to achieve successful business change is by engaging employees and making the transformation people-centric. This book explains how to achieve this. Written by a leading voice in the change management industry who has both academic and practitioner experience, People-Centric Organizational Change is a practical guide for change professionals and postgraduate students. It covers everything from what people-centric change is and why it's essential to engage people with the change through to the importance of the communication of change and how to do this effectively with a distributed workforce in a hybrid working environment. Using evidence-based research, this book fully explores the human dynamic of change, explains how to promote collaboration between colleagues and shows how to involve line managers in the change process. There is also advice on how to encourage staff to see change as an opportunity rather than a threat. People-Centric Organizational Change also includes discussion of the impact of change on employee wellbeing as well as the relationship between Equality, Diversity and Inclusion (EDI) and change. There is also advice on how to build people-centric initiatives into an overall change strategy. It is full of country agnostic tools and tips that can be used across cultures as well as frameworks and skills that can be applied in public, private and third sector settings. Global case studies and examples throughout help to put the content into context and show how a people-first approach to change works in practice. Online resources include PowerPoint slides for each chapter.

The only way to achieve successful business change is by engaging employees and making the transformation people-centric. This book explains how to achieve this. Written by a leading voice in the change management industry who has both academic and practitioner experience, People-Centric Organizational Change is a practical guide for change professionals and postgraduate students. It covers everything from what people-centric change is and why it's essential to engage people with the change through to the importance of the communication of change and how to do this effectively with a distributed workforce in a hybrid working environment. Using evidence-based research, this book fully explores the human dynamic of change, explains how to promote collaboration between colleagues and shows how to involve line managers in the change process. There is also advice on how to encourage staff to see change as an opportunity rather than a threat. People-Centric Organizational Change also includes discussion of the impact of change on employee wellbeing as well as the relationship between Equality, Diversity and Inclusion (EDI) and change. There is also advice on how to build people-centric initiatives into an overall change strategy. It is full of country agnostic tools and tips that can be used across cultures as well as frameworks and skills that can be applied in public, private and third sector settings. Global case studies and examples throughout help to put the content into context and show how a people-first approach to change works in practice. Online resources include PowerPoint slides for each chapter.

Change in organizations is all about people: it is people who plan, prepare for and implement change, and who are affected by it in the daily course of their work. Yet there is a tendency to focus on quantifiable and often more easily solved technical aspects of implementing organizational change programmes, and ignore the complex ways that these will impact individuals. Providing an evidence-based analysis of change in organizations, Managing and Leading People Through Organizational Change is written for practitioners responsible for change programmes and postgraduate students of organizational change. This updated edition demonstrates the importance of understanding the effects of change on individuals and engaging them collaboratively through the transformation journey. Featuring new material on individual wellbeing and the impact of technological advances on the workplace, this book sets out frameworks, practical approaches and recommendations for communicating with and leading individuals, teams and organizations through change. Full of exercises, interviews and case studies from across the globe, this book is an essential resource for leaders and students enabling them to achieve sustainable benefits of change at work.

Change in organizations is all about people: it is people who plan, prepare for and implement change, and who are affected by it in the daily course of their work. Yet there is a tendency to focus on quantifiable and often more easily solved technical aspects of implementing organizational change programmes, and ignore the complex ways that these will impact individuals. Providing an evidence-based analysis of change in organizations, Managing and Leading People Through Organizational Change is written for practitioners responsible for change programmes and postgraduate students of organizational change. This updated edition demonstrates the importance of understanding the effects of change on individuals and engaging them collaboratively through the transformation journey. Featuring new material on individual wellbeing and the impact of technological advances on the workplace, this book sets out frameworks, practical approaches and recommendations for communicating with and leading individuals, teams and organizations through change. Full of exercises, interviews and case studies from across the globe, this book is an essential resource for leaders and students enabling them to achieve sustainable benefits of change at work.

This book presents and theorises research findings into why and how school principals play a critical role in engaging parents and their school communities to enhance student learning and wellbeing. It highlights the imperative of parent engagement as evidenced by clear, consistent findings from research over the last fifty years and government reforms, policies and frameworks internationally and nationally in Australia which have been driven by the weight of this evidence. It focuses on a research project conducted from 2016 to 2017, titled 'Principal leadership for parent-school-community engagement in disadvantaged schools'. This project investigated four principals identified as successful in parent engagement based on findings of state-wide survey research of principals and presidents of parents and citizens’ associations in 2014 in Queensland, Australia. This book offers theoretical and empirical evidence based on literature for the qualities successful principals in parent engagement exhibit, and the strategies they take to achieve parent and community engagement. It shows how the concept of agency as achievement can be used by educators and public policy makers to enable school leaders and teachers to adopt qualities and strategies that will engage parents in their child’s learning and wellbeing, so that improved outcomes for their child and schools can result.

The aim of this book is to explore the contribution HR can make to how organizations enact change within the context of an environment of increasing complexity driven by global forces for change. In particular the book focuses on the role of HR in creating value for organizations and engaging stakeholders during transformations. This aim is achieved in several distinct ways. First, a critical perspective is provided of the role of HR in organizational change by examining evidence-based theories, models and frameworks. Second, the book is grounded in empirical evidence from a study conducted by the authors amongst managers and HR professionals across the globe. This provides unique data on the challenges and opportunities which the practice of HR faces within the context of organizational change. Third, consideration is given as to how HR can play an active and constructive role in co-creating sustainable change with managers, employees and other stakeholders. Fourth, the book identifies the capabilities required by HR professionals in order to engage effectively with organizational change. Finally, aware of the dangers of prescriptive lists, the HR practices offered in this book are provided as a basis for amendment, as necessary, by readers depending upon the context of individual organizations. The book will be of value to practising HR professionals as well as students studying HRM and change and development in organizations. Our proposal in this book is that since people are of significant importance to the success of change, and HR knowledge and expertise is vital to the experience and engagement of individuals and teams, internal and external to the organization, there needs to be clarity about the role of HR in transformations. We suggest that HR’s raison d’être is to focus on the people aspect of organizational change and that this needs to be done within the context of improving organizational effectiveness and wellbeing.

The aim of this book is to explore the contribution HR can make to how organizations enact change within the context of an environment of increasing complexity driven by global forces for change. In particular the book focuses on the role of HR in creating value for organizations and engaging stakeholders during transformations. This aim is achieved in several distinct ways. First, a critical perspective is provided of the role of HR in organizational change by examining evidence-based theories, models and frameworks. Second, the book is grounded in empirical evidence from a study conducted by the authors amongst managers and HR professionals across the globe. This provides unique data on the challenges and opportunities which the practice of HR faces within the context of organizational change. Third, consideration is given as to how HR can play an active and constructive role in co-creating sustainable change with managers, employees and other stakeholders. Fourth, the book identifies the capabilities required by HR professionals in order to engage effectively with organizational change. Finally, aware of the dangers of prescriptive lists, the HR practices offered in this book are provided as a basis for amendment, as necessary, by readers depending upon the context of individual organizations. The book will be of value to practising HR professionals as well as students studying HRM and change and development in organizations. Our proposal in this book is that since people are of significant importance to the success of change, and HR knowledge and expertise is vital to the experience and engagement of individuals and teams, internal and external to the organization, there needs to be clarity about the role of HR in transformations. We suggest that HR’s raison d’être is to focus on the people aspect of organizational change and that this needs to be done within the context of improving organizational effectiveness and wellbeing.

This engaging and accessible textbook shows the importance and role of organizational development around the world, within the context of organizational change. Fostering an analytic approach to organizational issues, it charts the evolution of the field and shows how today OD fosters organizational effectiveness and individual wellbeing. Firmly grounded in a global perspective, it provides a contemporary analysis of OD and highlights the key diagnostic and intervention techniques that can be used to build organizational effectiveness. With a range of critical perspectives, skills development exercises, and practitioner insight, this book blends theory and practice to show OD’s conceptualization and its application to contemporary issues faced by organizations. Suitable for upper undergraduate, postgraduate and MBA level, this is the ideal textbook for anyone studying organizational development.

The success of organizational change in a world of increasing volatility is highly dependent on the advocacy of stakeholders. It is the link between strategic decision-making and effective execution, between individual motivation and product innovation, and between delighted customers and growing revenues. Only by engaging stakeholders does change have a chance to be successful. This book presents a coherent and practical view of how organizations might engender engagement with organizational change within their operational, tactical and strategic practices. It does this by providing a comprehensive review of the theoretical and empirical works on engagement and change from a variety of academic and practical perspectives. The academic research presented in this book is reinforced by research from consultancies as well as insights from practitioners that provide timely evidence. Ultimately the aim is to help raise awareness of the need to foster engagement with OC through a stakeholder perspective and how this can be done successfully within organizations across the globe. Employee Engagement for Organizational Change is a valuable textbook for advanced undergraduate and postgraduate students of organizational change, employee engagement, human resource management and leadership. Its balance of theory and practice also makes it a reliable resource for HR and organizational development practitioners.

The success of organizational change in a world of increasing volatility is highly dependent on the advocacy of stakeholders. It is the link between strategic decision-making and effective execution, between individual motivation and product innovation, and between delighted customers and growing revenues. Only by engaging stakeholders does change have a chance to be successful. This book presents a coherent and practical view of how organizations might engender engagement with organizational change within their operational, tactical and strategic practices. It does this by providing a comprehensive review of the theoretical and empirical works on engagement and change from a variety of academic and practical perspectives. The academic research presented in this book is reinforced by research from consultancies as well as insights from practitioners that provide timely evidence. Ultimately the aim is to help raise awareness of the need to foster engagement with OC through a stakeholder perspective and how this can be done successfully within organizations across the globe. Employee Engagement for Organizational Change is a valuable textbook for advanced undergraduate and postgraduate students of organizational change, employee engagement, human resource management and leadership. Its balance of theory and practice also makes it a reliable resource for HR and organizational development practitioners.

Organizations are increasingly investing in consulting capabilities to understand what changes they need to make to keep up the pace with the competition and future-proof their business. Consultancy, Organizational Development and Change is a guide for students and internal and external consultants needing to develop the necessary skills to consult in organizational settings where there is a great deal of complexity. It tackles the issues posing the greatest threat to the success of the change programme, including how to adapt to rapidly shifting needs, deal with the emotional and ethical issues that arise and ensure that the managers take full ownership for the change so that 'business as usual' is established. Complete with case studies from the 'Big Four' consultancy groups as well as boutique firms, Consultancy, Organizational Development and Change shows how to identify and execute interventions in a variety of organizational settings to deliver value. It provides guidance on how to develop a value proposition; define, write and present the business case for the proposed interventions; establish credibility and report on the results.

For those bold enough to lead in this age of austerity, the challenges are immense. Seismic shifts have taken place in the public and third sectors. Political, economic, technological, and social change are driving profound transformation of organizational models, making predictability and stability elusive. The combined effects of the economic downturn and cutbacks in spending are hitting leaders in the public and third sectors hard. Written by leaders in these sectors, this book provides an opportunity for the voices of those rarely considered in the literature on leadership to be heard. Each leader has contributed their personal reflections of what leadership means to them and their experience of it. They also consider the complex challenges they face as they grapple with changes in the economy, polity and society. Public and Third Sector Leadership: Experience Speaks provides an analysis of the research in the public and third sectors and the reflections written by each leader, highlighting the key themes from each sector. This is a unique opportunity to hear from the men and women who have demanding leadership positions in the public and third sectors in the UK today.

Indispensable to understanding change, this unique text provides a comprehensive examination of how change can be sustained within organizations today. Featuring critical insights into theoretical concepts and current international examples, the book provides an accessible way for students to enhance their understanding and develop the crucial skills need to be successful when managing and leading change in organisations. Key Features: Synthesizes what is known about change in organizations and then provides practical ways of sustaining itContains an international range of case studies and interviews which link theory to practice throughoutExplores key contemporary topics such as power, politics, ethics and sustainability for an enhanced understanding of current debates and issuesActivities, discussion questions and further reading in each chapter test your understanding of the key concepts and reinforce your learningEnd of book Glossary defines key terms, for those new to studying change. Comes with access to additional resources for students and lecturers including relevant SAGE journal articles to encourage wider reading

Indispensable to understanding change, this unique text provides a comprehensive examination of how change can be sustained within organizations today. Featuring critical insights into theoretical concepts and current international examples, the book provides an accessible way for students to enhance their understanding and develop the crucial skills need to be successful when managing and leading change in organisations. Key Features: Synthesizes what is known about change in organizations and then provides practical ways of sustaining itContains an international range of case studies and interviews which link theory to practice throughoutExplores key contemporary topics such as power, politics, ethics and sustainability for an enhanced understanding of current debates and issuesActivities, discussion questions and further reading in each chapter test your understanding of the key concepts and reinforce your learningEnd of book Glossary defines key terms, for those new to studying change. Comes with access to additional resources for students and lecturers including relevant SAGE journal articles to encourage wider reading

For those bold enough to lead in this age of austerity, the challenges are immense. Seismic shifts have taken place in the public and third sectors. Political, economic, technological, and social change are driving profound transformation of organizational models, making predictability and stability elusive. The combined effects of the economic downturn and cutbacks in spending are hitting leaders in the public and third sectors hard. Written by leaders in these sectors, this book provides an opportunity for the voices of those rarely considered in the literature on leadership to be heard. Each leader has contributed their personal reflections of what leadership means to them and their experience of it. They also consider the complex challenges they face as they grapple with changes in the economy, polity and society. Public and Third Sector Leadership: Experience Speaks provides an analysis of the research in the public and third sectors and the reflections written by each leader, highlighting the key themes from each sector. This is a unique opportunity to hear from the men and women who have demanding leadership positions in the public and third sectors in the UK today.