LEADER 00000cam 2200925Ii 4500
001 ocn843642484
003 OCoLC
005 20160511074018.1
006 m o d
007 cr |n|---|||||
008 130516s2013 enk ob 000 0 eng d
020 9781849284233|q(e-book)
020 1849284237|q(e-book)
020 1299468675|q(e-book)
020 9781299468672|q(e-book)
035 (OCoLC)843642484|z(OCoLC)842891561|z(OCoLC)857306739
|z(OCoLC)902866854
040 MHW|beng|erda|epn|cMHW|dB24X7|dSTF|dOCLCO|dN$T|dYDXCP|dCOO
|dUMI|dMEAUC|dDEBSZ|dJSTOR|dOCLCO|dOCLCQ|dOCLCO|dWAU
|dIDEBK|dOCLCO|dOCLCQ|dOCLCO|dCSJ
049 MAIN
050 4 T58.64
082 04 004.068|a004.0688
100 1 Erskine, Pamela.
245 10 ITIL and organizational change /|cPamela Erskine.
264 1 Ely :|bIT Governance Publishing,|c2013.
300 1 online resource (x, 133 pages)
336 text|btxt|2rdacontent
337 computer|bc|2rdamedia
338 online resource|bcr|2rdacarrier
505 0 Preface; About the Author; Acknowledgements; contents;
Introduction; Why do some organizations fail to realize
the benefits of the Information Technology Infrastructure
Library (ITIL) after implementation?; Chapter 1: How was
Organizational Change Addressed during the Project?; Has
the organizational change required for success been
defined and addressed within the IT service management
project?; Project selection; The value proposition;
Chapter 2: Organizational Change; The human aspects of
change; What motivates people to change?; Why does change
affect them in this manner?
505 8 How do we address the self-doubt?True stories from the
frontline: the human aspect of change; Chapter 3:
Organizational Change Models; ADKAR®; Metrics are part of
reinforcement; Six Change model; 1. Education and
communication; 2. Participation and involvement; 3.
Facilitation and support; 4. Negotiation and agreement; 5.
Manipulation and co-option; 6. Explicit and implicit
coercion; Freeze Change model; McKinsey 7S model®;
Strategy; Structure; Systems; Shared values; Skills;
Style; Staff; Kotter's eight-step model for change; 1.
Establish a sense of urgency; 2. Create a guiding
coalition
505 8 3. Develop a vision and strategy4. Communicate the change
vision; 5. Empower broad-based action; 6. Create short-
term wins; 7. Consolidate gains and produce more change;
8. Anchor new approaches in the culture; How can an
organizational change model help?; True stories from the
frontline: an overloaded employee; Chapter 4: Selecting a
Change Model; Which model is right for the organization
and/or project?; ADKAR; Six Change; Freeze Change;
McKinsey 7S; Kotter's eight-step model for change; True
stories from the frontline: success was planned; Chapter 5
: Accountability
505 8 True stories from the frontline: accountabilityChapter 6:
Planning; Organizational change plan; Communication plan;
Planning tips and techniques; Chapter 7: Important roles;
Roles and responsibilities; Governance; Chapter 8:
Realizing the Benefits after the Fact; Chapter 9:
Additional Guidance; Critical skills; Four areas for
success; 1. Planning for organizational change; 2.
Communicate about the project. Do it early. Do it often.
Do it well.; 3. Engage the staff in the project; 4.
Measure the current state, set goals, routinely measure
progress, and publicize the outcomes.; References
505 8 Appendix 1: ITIL Consulting and Advanced Organizational
Performance Techniques ™ITIL consulting services:; ITG
Resources; Other Websites; Toolkits; Training Services;
Professional Services and Consultancy; Publishing
Services; Newsletter
506 1 Unlimited number of concurrent users.|5UkHlHU
630 00 IT infrastructure library.
650 0 ITIL (Information technology management standard)
650 0 Information technology|xManagement.
650 0 Support services (Management)
650 0 Business enterprises|xInformation technology|xManagement.
650 0 Organizational change|xManagement.
856 40 |uhttps://www.jstor.org/stable/10.2307/j.ctt5hh7c0|zGo to
ebook
936 JSTOR-D-2016/17
