Organizational culture, leadership, change, and stress
Author: Kets de Vries, Manfred F. R. ; Guillen Ramo, Laura ; Korotov, KonstantinINSEAD Area: Entrepreneurship and Family Enterprise Series: Working Paper ; 2009/10/EFE/IGLC Publisher: Fontainebleau : INSEAD, 2009.Language: EnglishDescription: 25 p.Type of document: INSEAD Working Paper Online Access: Click here Abstract: How do organizations become and remain great places to work? That is the question that primarily motivates this chapter. The authors claim that is precisely the adaptive capability of self-renewal which characterizes great places to work. But changing mindsets is never easy and the need for adaptation usually induces a high degree of stress, both at individual and organizational levels. Even if a simple recipe for facing continuous adaptation does not exist, learning how to manage organizational change processes effectively may serve as a platform to motivate people to create better organizations and to keep individual and organizational stress at acceptable levels. This chapter discusses the internal and external pressures that may trigger organizational changes. Then, it explores the four stages of the organizational change process creating a shared mindset, changing behaviour, institutionalizing change, and transforming the organization. Implications and challenges for practitioners are drawn.| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Digital Library | Available | BC008652 |
How do organizations become and remain great places to work? That is the question that primarily motivates this chapter. The authors claim that is precisely the adaptive capability of self-renewal which characterizes great places to work. But changing mindsets is never easy and the need for adaptation usually induces a high degree of stress, both at individual and organizational levels. Even if a simple recipe for facing continuous adaptation does not exist, learning how to manage organizational change processes effectively may serve as a platform to motivate people to create better organizations and to keep individual and organizational stress at acceptable levels. This chapter discusses the internal and external pressures that may trigger organizational changes. Then, it explores the four stages of the organizational change process creating a shared mindset, changing behaviour, institutionalizing change, and transforming the organization. Implications and challenges for practitioners are drawn.
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