A best-selling core adoptable textbook for undergraduate, postgraduate and MBA modules/courses in change management, and could also be used by practitioners (change agents). It is a theoretically grounded textbook with a strong practical orientation, discussing all of the key theories of organisational change and demonstrating how they can be used to devise and employ strategies to bring about change in an organisational setting.
It takes a managerial approach, with means it is aligned with the way most change management modules are taught around the world.
The defining feature of the book is its unique underpinning framework which is based on a process model of change, that is, a model that views change as a purposeful and constructed sequence of events (albeit with some flexibility along the way), rather than something chaotic and unmanageable. The book chapters follow this process model sequence right through from recognising the need for change to sustaining the change once implemented
Auflage
Sprache
Verlagsort
Maße
Höhe: 260 mm
Breite: 193 mm
ISBN-13
978-1-352-00131-0 (9781352001310)
Schweitzer Klassifikation
John Hayes is Emeritus Professor of Change Management at Leeds University Business School, UK. John also helps to facilitate change in complex organizational settings and has worked for companies such as BP, Nestlé, National Australia Group and the US Army.
PART I: MANAGING CHANGE: A PROCESS PERSPECTIVE.- 1. Process Models of Change.- 2. Leading Change: A Process Perspective.- 3. Patterns of Change.- PART II: RECOGNISING THE NEED FOR CHANGE.- 4. Recognising the Need or Opportunity for Change.- 5. Starting the Change.- 6. Building Change Relationships.- PART III: DIAGNOSING WHAT NEEDS TO BE CHANGED.- 7. Diagnosis.- 8. Gathering and Interpreting Information.- PART IV: LEADING AND MANAGING THE PEOPLE ISSUES.- 9. The Role of Leadership in Change Management.- 10. Power, Politics and Stakeholder Management.- 11. Communicating Change.- 12. Motivating Others to Change.- 13. Supporting Others through Change.- PART V: PLANNING.- 14. Shaping Implementation Strategies.- 15. Developing a Change Plan.- 16. Types of Intervention.- 17. Action Research.- 18. Appreciative Inquiry.- 19. Training and Development.- 20. High Performance Development.- 21. Business Process Reengineering.- 22. Lean.- 23. Culture Profiling.- 24. Selecting Interventions.- PART VI: IMPLEMENTING CHANGE AND REVIEWING PROGRESS.- 25. Implementing Change.- 26. Reviewing and Keeping the Change on Track.- PART VII: SUSTAINING CHANGE.- 27. Making Change Stick.- 28. Spreading Change.- PART VIII: LEARNING.- 29. Individual and Collective Learning.- 30. Pulling it All Together: A Case Study.
