This book discusses change management paradigms with special reference to examples and cases from the transition societies in Central and Eastern Europe (CEE). The first chapter analyses developments and trends in the wider societal context of Central and Eastern Europe. Theoretical perspectives are applied to understand the processes of transition and EU accession in Central and Eastern Europe. Following the second and third chapters, the most frequently used tools and procedures of change management are analysed from the perspective of a CEE organization. The special advantage of the text to the potential readership is the integration of 'macro' (societal) and 'micro' (organizational) points of view towards understanding change. The text also provides real-life examples and perspectives of understanding and managing change from Central and Eastern Europe, which helps the reader to grasp the wider political, economic and societal context(s) of the CEE region.
Contents: Change and Society: The self and the organization in changing societies; Individuals, social entities and change; Theories of social change: modernization, transition and transformation; A macro-regional approach to transition in Central and Eastern Europe; Patterns of change in Central and Eastern Europe; Case study: Caritas Internationalis and social change in the countries in transition. Change and Organizations: Models and processes of organizational change and innovation; Organizational change and strategy in context; The 'tangible side' of change in organizations: 'The tech' of organizational change; The human side of change in organizations: culture and politics of organizational change; Roles and actors in organizational change; Case Study: SAP AG. The Challenges of Change in the Organizational Life-Cycle: Strategic and Structural Perspectives: Organization and change: the life-cycle perspective; The enthusiastic/entrepreneurial stage: organization as an innovation; Stage of growth and development: formalization of change; The 'adult' (mature) stage: seeking the way out of bureaucratic organization; In search for the 'Holy Grail' of organizational longevity: Changing toward a learning organization; Case study: Dealing with the challenge of change in the CA IB Corporate Finance Advisory and Equity Capital Markets. Selected Tools For Changing the Organizations: Change diagnostics; Learning how to change; Selected tools for changing organizations; Case Study: CATI - provider of change-related insights and techniques to enterprises in the region. Epilogue: The change perspectives: lessons learned from Central and Eastern Europe; Index.