Change Management in Information Services, 2nd Edition by Lyndon Pugh
By Lyndon Pugh
Info prone are at present dealing with what's essentially the most major interval of switch of their historical past. even as, puzzling over organisational switch in most cases administration has persisted to enhance, and lots of of the rising principles, recommendations and procedures are more and more appropriate to details prone. because the first variation of this very popular publication was once released in 2000, the speed of switch has speeded up due to the effect of digitisation and technological advancements ordinarily, the emergence of what may be referred to as a company tradition, adjustments in abilities and data standards, and adjustments in consumer and group of workers attitudes. regardless of those fast advancements the present literature has a tendency to mirror a preoccupation with technological advancements on the rate of attention for the wider managerial base. This moment variation fills the space within the literature and is absolutely up-to-date with the inclusion of a few new chapters and new case reviews.
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Extra resources for Change Management in Information Services, 2nd Edition
Innovation is seen as the result of the action of a number of forces within the organization’s systems, and calls for an understanding of the organization as a whole. Lewin also propounded some ideas of value in any consideration of the change process and models, and these are dealt with in Chapters 5 and 6. Gestalt philosophy also offers something to our understanding of the theory behind change management. Wertheimer (1959), an early protagonist of the theory, had much to say about problem-solving.
They allow people to operate effectively in steady-state conditions where there is a degree of certainty derived from working in a rules-based organization. There is clarity in terms of the delineation of responsibilities, communication, and the allocation of roles. Classical management produces organizations and staff possessing administrative competence, and good planning skills. There is still evidence of the high failure rate of change initiatives, particularly those which embrace more than a single change project.
Nevertheless there will be some common ground in that the approach to managing change in a diverse, technologically-driven environment of rapid change, will call for: ● ● ● ● ● ● ● ● A commitment to organization development An emphasis on a broad conception of learning Collaboration Teams Imaginative engagement with the human aspects of change Innovative management skills, styles and leadership Novel views of motivation The appreciation of organization theories not often applied to libraries – to do with creativity, the creative use of differences and friction in organizations, and new ways of thinking about organizations.