As the world struggles to cope with the growing threat of a global carbon crisis, Doppelt has revised one of the best books ever written about change management, leadership and sustainability to focus on de-carbonisation. Doppelt's research, presented in this hugely readable book, demystify the sustainability-change process by providing a theoretical framework and a methodology that managers can use to successfully transform their organisations to embrace sustainable development. Filled with case examples, interviews and checklists on how to move corporate and governmental cultures toward sustainability, the book argues that the key factors that facilitate change appear in the successful efforts at companies such as AstraZeneca, Nike, Starbucks, IKEA, Chiquita, Interface, Swisscom and Norm Thompson and in governmental efforts such as those in the Netherlands and Santa Monica in California. For these and other cutting-edge organisations, leading change is a philosophy for success. Leading Change toward Sustainability has been used by change leaders around the world to guide their internal global warming and sustainability organisational change initiatives. This new edition is essential reading for leaders from all types of organisations.

Shows how managers can use the conceptual framework of TPC theory (technical, political, and cultural dynamics) to cope with major strategic reorientation. Raises such fundamental questions about the nature of organizations. What business(es) should we be in? Who should reap what benefits from the organization? What are the values and norms of organizational members? Provides concepts and workable technologies for dealing with these questions and preparing for future change. Includes extensive examples.

In his first complete text on the ADKAR model, Jeff Hiatt explains the origin of the model and explores what drives each building block of ADKAR. Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change, and provides a powerful foundation to help you succeed at change.

With over 20 million people on its payroll, the government continues to be the largest employer in the country. Managing people who do the nation’s work is of critical importance to politicians and government leaders as well as citizens. The great recession of 2008 put enormous strains on governments, highlighting the key role personnel play in managing under times of austerity as well as prosperity. A thorough examination of political and historical aspects, Personnel Management in Government: Politics and Process, Seventh Edition provides students with a comprehensive understanding of human resource management within its historical and political context in the public sector. It discusses the development of public sector human resource management, the present status of best practices, and important insights from current scholarship on all three levels of government: federal, state, and local. See What’s New in the Seventh Edition: Personnel reforms under the Obama administration Pension developments at state and local levels of government Labor relations reforms at state and local levels, e.g. recent experiences in Michigan, Ohio, and other states making big changes to labor laws and policies Changes to diversity and affirmative action initiatives across the nation Developments in performance outcome initiatives at all levels of government During the 36 years since the publication of the first edition, the authors have addressed issues that were not yet considered mainstream, yet have become so over time. The seventh edition is no different. It examines progress that public personnel professionals are making to address changes in the political, legal, and managerial environment of the current decade. Exploring developments and innovations in the management of people who carry out the government's work, the book introduces students to public sector personnel management.

Managing Change in Organizations: A Practice Guide is unique in that it integrates two traditionally disparate world views on managing change: organizational development/human resources and portfolio/program/project management. By bringing these together, professionals from both worlds can use project management approaches to effectively create and manage change. This practice guide begins by providing the reader with a framework for creating organizational agility and judging change readiness.

PROVEN STRATEGIES FOR APPLYING PROGRAM MANAGEMENT TECHNIQUES TO PUBLIC SECTOR PERFORMANCE MANAGEMENT Government Program Management examines ongoing global reforms in public-sector program design and management and explains how to deliver public-sector programs in response to these reforms. A new, generic program management model--essential for government executives, program managers, and legislative leaders--is presented. The new model addresses various dysfunctional forces, many of them global in scale, that inhibit public programs from achieving their intended benefits and outcomes. This in-depth resource discusses broad reforms that fundamentally alter government agency structure, performance reporting and budgeting, composition, and roles and functions. The book also looks at targeted reforms affecting individual programs, covering concept, planning, design, delivery, cost control, and performance reporting. Best practices from both the public and private sectors are covered in this pioneering guide. Government Program Management covers: Forces for change in government program management: impacts of the new public management theory Problems and issues in public program performance and benefits management Agency performance and program management developments in the United States Applying the industry standard for program management according to the Project Management Institute to public agencies and programs The program management office in the public sector Government workforce changes and implications for program management Public program leadership developments Global models and benchmarks for program management: new public management concepts Models for future programs Case study: a national digital health information system in the United States The special problem of networked and intergovernmental programs Recommendations for changing public program management structure, systems, and processes in the United States beginning with the president

Government Information Management in the 21st Century provides librarians, information professionals, and government information policy leaders with a comprehensive and authoritative state-of-the-art review of current issues in government information management with a global perspective. The widespread use of the Internet to provide government information and services has altered the landscape dramatically for those who organize, store, and provide access to government content. Technical challenges include digital preservation, authentication, security, and accessibility for a diverse user base. Management challenges include changes to costs, workflow, staff skills and resources, and user expectations. Public policies based on distributed paper collections must also change to address issues that are inherent to digital, networked, public content; such issues include the maintenance of personal privacy, re-use of government information, and the digital divide. The authors in this timely book are practitioners, scholars, and government officials. Together they provide an informed look at how managing government information is being tested at a time of rapid change. Part I addresses key issues for public, academic, and government libraries in organizing and providing access to government information. Part II features chapters on the diverse information issues facing governments, such as managing Freedom of Information requirements, opening government data to the public, and deploying new online technologies.