Organizational Change PDF eBook

 
 
Pearson (Verlag)
  • 6. Auflage
  • |
  • erschienen am 13. März 2020
  • |
  • 456 Seiten
 
E-Book | PDF mit Adobe-DRM | Systemvoraussetzungen
978-1-292-24342-9 (ISBN)
 
Explore and resolve complex organizational change issues by applying theories into practice Organizational Change, 6th Edition by Senior, Swailes and Carnall reflects a rapidly evolving world and considers 'how change has changed'. The book is structured into three parts. The first part considers the causes and nature of change. Part two opens up the organization to expand on issues of structuring for change, the cultural and political contexts for change and how to lead change. Part three moves firmly into addressing the more practical considerations of designing, planning and implementing change.

Ideal for both MBA students and those studying specialist courses in Organizational Development and Change, the clear structure and content of this text also make it accessible to final year undergraduate students.

Key features

  • Offers comprehensive coverage of the significant ideas and issues associated with change at all levels of organizational activity, from the strategic to the operational, and at the individual, group, organizational and societal levels.

  • Takes a conceptual and analytical approach to the way that theory and research relate to organizations, and how change is explored.

  • Includes practical elements and worked examples of different approaches to 'doing' change.

  • Provides illustrations of practical change situations in each chapter.

  • Invites readers to undertake challenging activities to encourage the application of ideas and learning from the text to personal experience.

  • Provides end-of-chapter cases, additional reading and suggested websites for readers wishing to pursue ideas and issues further.

New to this edition

  • Significantly updated chapters in terms of content, illustrations and recent theory and research.

  • New material on stakeholder engagement, the leader role in change, change architecture and on the characteristics of effective change programmes

  • New case material including 'Gamechangers' such as AbnB, Amazon, Google and Facebook, the emergence of Integrated Care as a transformation of the delivery of healthcare and the transformation of policing

Barbara Senior is a Chartered Occupational Psychologist who has published a number of books, articles and conference papers based on her research and activities. She is Principal of the Highfield Consultancy, which researches and offers consultancy services in the areas of organizational psychology and change.

Stephen Swailes is Professor of Human Resource Management at the University of Huddersfield.

Colin Carnall has designed and lead corporate and leadership development programmes, focused to deliver major strategic changes over many years. He had held positions at Henley, Cass and as a company Director.

Pearson, the world's learning company.

6. Auflage
  • Englisch
  • Harlow
  • |
  • Großbritannien
Pearson HigherEducation
  • Digitale Ausgabe
978-1-292-24342-9 (9781292243429)
weitere Ausgaben werden ermittelt

Barbara Senior is a Chartered Occupational Psychologist who has published a number of books, articles and conference papers based on her research and activities. She is Principal of the Highfield Consultancy, which researches and offers consultancy services in the areas of organizational psychology and change.

Stephen Swailes is Professor of Human Resource Management at the University of Huddersfield. His current research interests focus on the management of high potential employees and the effects of talent management on organizational performance.

Colin Carnall has designed and led corporate and leadership development programmes, focused on delivering major strategic changes over many years. He had taught at Henley, Warwick and Cass, as well as workedasDirector of a Strategic Consulting firm.
  • Front Cover
  • Half Title Page
  • Title Page
  • Copyright Page
  • Contents
  • List of illustrations, figures and tables
  • About this book
  • About the authors
  • Acknowledgements
  • Publisher's acknowledgements
  • Part One THE CONTEXT AND MEANING OF CHANGE
  • 1 Organizations and their changing environments
  • Learning objectives
  • A view of organizations
  • The historical context for change
  • An uncertain future
  • Environmental triggers of change
  • Organizational responses to change
  • Conclusions
  • Discussion questions and assignments
  • Case example: Strategic change at Nokia
  • Indicative resources
  • Useful websites
  • References
  • 2 The nature of organizational change
  • Learning objectives
  • Types of change
  • Models of change
  • The pace and scope of change
  • Predictable change
  • Complexity theory
  • Diagnosing change situations
  • How change has changed
  • Engagement, a role for leadership in change
  • Conclusions
  • Discussion questions and assignments
  • Case example: Professional service firms
  • Indicative resource
  • Useful websites
  • References
  • Part Two CHANGING ORGANIZATIONS
  • 3 Organizational design, structure and change
  • Learning objectives
  • The meaning of organization structure
  • The dimensions of structure
  • Structural types
  • Structuration theory, actor networks and institutional theory
  • Influences on structure
  • Organizational structure and change
  • Case example: Strategic change, technology and policing
  • Conclusions
  • Discussion questions and assignments
  • Case example: Suits you Sir....
  • Indicative resources
  • Useful website
  • References
  • 4 Culture and change
  • Learning objectives
  • The informal organization
  • The meaning of culture
  • The ingredients of culture
  • Objectivist and interpretive views of culture
  • Organizational culture types
  • The influence of national culture
  • Organizational culture and change
  • Cultural change to effect organizational change
  • Conclusions
  • Discussion questions and assignments
  • Case example: The Civil Service
  • Indicative resources
  • Useful websites
  • References
  • 5 Power, politics and change
  • Learning objectives
  • Organizational politics
  • Power in organizations
  • The politics of powerlessness
  • Politics, power and conflict
  • Conflict in organizations
  • Power, conflict and change
  • Conclusions
  • Discussion questions and assignments
  • Case example: Qatar 2022
  • Indicative resources
  • Useful websites
  • References
  • 6 Leadership styles and leading change
  • Learning objectives
  • Leadership defined
  • Management versus leadership
  • How leadership models have changed
  • Critical approaches to leadership
  • Leadership and change
  • Leading through change
  • A model of change leadership
  • Conclusions
  • Discussion questions and assignments
  • Case example: Leadership: collective failure across several agencies
  • Indicative resource
  • Useful websites
  • References
  • Part Three STRATEGIES FOR MANAGING CHANGE
  • 7 Hard systems models of change
  • Learning objectives
  • Situations of change
  • Systematic approaches to change
  • The hard systems model of change
  • Using the hard systems model of change
  • Further uses for the hard systems model of change
  • Change architecture
  • Conclusions
  • Discussion questions and assignments
  • Case example: The role of integrated care in the design of health systems
  • Indicative resources
  • Useful websites
  • References
  • 8 Soft systems models for change
  • Learning objectives
  • Managing change in situations of soft complexity
  • Organizational development - philosophy and underlying assumptions
  • The OD process
  • OD - an action research-based model of change
  • An assessment of the OD model for change
  • Conclusions
  • Discussion questions and assignments
  • Case example: Implementing a new patient information system at a major teaching hospital trust
  • Indicative resources
  • Useful websites
  • References
  • 9 Future directions and challenges
  • Learning objectives
  • Introduction
  • Current and future business environments
  • Challenges for future research on change
  • Conclusions
  • Discussion questions and assignments
  • Indicative resources
  • Useful websites
  • References
  • Author index
  • Subject index
  • Back Cover

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