The Theory and Practice of Change Management
Description
John Hayes' bestselling textbook combines a scholarly discussion of change management with a host of practical tools and techniques. It provides future managers with all the skills they need to diagnose the need for change and to ensure its successful implementation. The book's unique underpinning framework views change as a purposeful and constructed sequence of events, rather than something chaotic and unmanageable. Its hands-on approach includes a number of 'Change Tools' that students can apply to various scenarios, an array of case studies and examples based on real-life organisations worldwide and video interviews with experienced change practitioners, who share their insights on key topics.
The book will be essential reading for final-year business undergraduates, as well as MBA and postgraduate students who are taking modules in change management or organisational change. It is also ideal for change practitioners and consultants.
Reviews / Votes
It would be hard to improve on the last edition of Hayes' book, but this version does. Wonderfully clear, it is a useful book for course leaders in the human side of strategy, and a great lifelong learning companion for anyone moving into a change agent's role or looking to change their organisation. The new, reframed chapters on making change stick are a great addition. * Peter Antonioni, Lecturer, University College London, UK. * Getting people to change, even when it is in their best interest to do so, is the most difficult task faced by any leader. Hayes makes this content readily accessible, in one of the best management texts I have ever read. * Nicholas S. Miceli, Associate Professor of Management/Accounting, Park University, USA. * This text has three great strengths as an effective learning resource: it is one of the few texts where chapters clearly align with managing the change process; it emphasises the people management issues associated with implementing change; and each chapter provides at least one brief practical case study, drawing from a range of industries and organisations located around the globe. * Jan Fermelis, Senior Lecturer, Deakin University, Australia. *More details
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Person
John Hayes is Emeritus Professor of Change Management at Leeds University Business School, UK and has been a regular contributor to executive programmes at Rotterdam School of Management, Copenhagen Business School, University of Aarhus, USI Università della Svizzera Italiana and Singapore Management University. John also helps to facilitate change in complex organizational settings and has worked for a wide range of private sector companies, including Six Swiss Exchange (Zurich Stock Exchange), KU, iQuest, GNER, National Australia Group, Yorkshire Bank, British Gas, BT, ICI, Lucas, Delphi, BP, Occidental Petroleum, Bawden Drilling, Glaxo, Reckitt and Coleman (pharmaceuticals), DLApiper, Ladbrokes and Nestle. He has also worked for a range of public sector organisations such as the NHS and Benefits Agency, charities such as NACRO, and the American Army, RAF, and MOD.
Content
PART I: MANAGING CHANGE: A PROCESS PERSPECTIVE.- 1. Process Models of Change.- 2. Leading Change.- PART II: RECOGNISING THE NEED FOR CHANGE.- 3. Patterns of Change.- 4. Sources of Change.- 5. Recognizing a Need or Opportunity for Change.- 6. Using Value Innovation to Proactively Identify Opportunities for Change.- 7. Starting the Change.- PART III: DIAGNOSING WHAT NEEDS TO BE CHANGED.- 8. Diagnosis.- 9. Gathering and Interpreting Information.- PART IV: PLANNING AND PREPARING FOR CHANGE.- 10. Shaping Implementation Strategies.- 11. Developing a Change Plan.- 12. Types of Interventions Based on Who Does What.- 13. Types of Interventions based on Issues to be Resolved.- 14. Selecting Interventions.- PART V: LEADING AND MANAGING THE PEOPLE ISSUES.- 15. Building Change Relationships.- 16. The Role of Leadership.- 17. Power, Politics and Stakeholder Management.- 18. Responsible Change Management.- 19. Managing Context to Promote Ethical Practice.- 20. Communicating Change- 21. Motivating others to Change.- 22. Supporting others through Change.- PART VI: IMPLEMENTING CHANGE AND REVIEWING PROGRESS.- 23. Implementing Change.- 24. Reviewing and Keeping the Change on Track.- PART VII: SUSTAINING CHANGE.- 25. Making the change stick. 26. Spreading the change.- PART VIII: LEARNING.- 27. Change Managers Learning from their Own Experience.- 28. Facilitating Collective Learning.- 29. Pulling it All Together: A Concluding Case Study.