Managing Change
2nd Edition
Published on 30. January 1993
Book
Paperback/Softback
240 pages
978-1-85396-226-4 (ISBN)
Description
Managing Change explores the processes, pathways and outcomes of change and strategies for managing it. The authors answer a number of provocative questions regarding change within organizations where the goal posts constantly shift, the cultural and subcultural mix grows ever more divergent, and people remain as inflexible as ever.
This book is a course Reader for The Open University Courses Managing Development and Change (B751) and Foundations of Senior Management (B800).
This book is a course Reader for The Open University Courses Managing Development and Change (B751) and Foundations of Senior Management (B800).
Reviews / Votes
A review of the First Edition:`One of the best books available on the subject of Organizational Management' - International Journal of Strategic Management
More details
Series
Edition
2nd Revised edition
Language
English
Place of publication
London
United Kingdom
Target group
College/higher education
Edition type
Revised edition
Weight
350 gr
ISBN-13
978-1-85396-226-4 (9781853962264)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
Chris started his working life as an apprentice at Longbridge car plant in the heady days of industrial strife at British Leyland. Following this, he worked for a Christian charity, for British Telecom as an occupational psychologist, before heading up management development for Rank Xerox (UK) in the late 80s. Since then he has taught HRM at Masters level at the Open University, Birkbeck College (University of London) and now at Birmingham University. As a longstanding associate of ASK (Europe), he advises on and runs leadership development programmes for organisations of various sizes in diverse sectors. He has a doctorate in Industrial Management and is a Chartered Occupational Psychologist.
Content
PART ONE: IMPERATIVES OF CHANGE
Understanding the Environment - Andrew Pettigrew and Richard Whipp
Managing 21st Century Network Organizations - Charles C Snow, Raymond E Miles and Henry Coleman, Jr
What Is Happening to Middle Management? - Sue Dopson and Rosemary Stewart
The Art and Science of Mess Management - Russell L Ackoff
PART TWO: PROCESS OF CHANGE
Processes of Managing Strategic Change - Gerry Johnson
Managing Strategic Change - James Brian Quinn
Concepts for the Management of Organizational Change - David A Nadler
Why Change Programs Don't Produce Change - Michael Beer, Russell A Eisenstat and Bert Spector
Understanding and Managing Organizational Change - Derek Pugh
PART THREE: IMPLEMENTING CHANGE
In Defence of Process Consultation - David Coghlan
Implementing New Technology - Dorothy Leonard-Barton and William A Kraus
Problem-Solving in Small Groups - Bill Mayon-White
Team Members as Agents of Change
How to Implement Strategy - Arthur A Owen
PART FOUR: EXAMPLES OF CHANGE
Organization Development in British Telecom - Colin Price and Eamonn Murphy
Creating Successful Organization Change - Leonard D Goodstein and W Warner Burke
Team Building, Inter-Agency Team Development and Social Work Practice - Paul Iles and Randhir Auluck
Facilitating Radical Change - Graham Benjamin and Christopher Mabey
Management Science and Organizational Change - G Walsham
A Framework for Analysis
PART FIVE: PERSPECTIVES ON CHANGE
Understanding Power in Organizations - Jeffrey Pfeffer
Organizational Change - Nigel Nicholson
Organizations as Political Systems - Gareth Morgan
The Management of Change - Peter Marris
Understanding the Environment - Andrew Pettigrew and Richard Whipp
Managing 21st Century Network Organizations - Charles C Snow, Raymond E Miles and Henry Coleman, Jr
What Is Happening to Middle Management? - Sue Dopson and Rosemary Stewart
The Art and Science of Mess Management - Russell L Ackoff
PART TWO: PROCESS OF CHANGE
Processes of Managing Strategic Change - Gerry Johnson
Managing Strategic Change - James Brian Quinn
Concepts for the Management of Organizational Change - David A Nadler
Why Change Programs Don't Produce Change - Michael Beer, Russell A Eisenstat and Bert Spector
Understanding and Managing Organizational Change - Derek Pugh
PART THREE: IMPLEMENTING CHANGE
In Defence of Process Consultation - David Coghlan
Implementing New Technology - Dorothy Leonard-Barton and William A Kraus
Problem-Solving in Small Groups - Bill Mayon-White
Team Members as Agents of Change
How to Implement Strategy - Arthur A Owen
PART FOUR: EXAMPLES OF CHANGE
Organization Development in British Telecom - Colin Price and Eamonn Murphy
Creating Successful Organization Change - Leonard D Goodstein and W Warner Burke
Team Building, Inter-Agency Team Development and Social Work Practice - Paul Iles and Randhir Auluck
Facilitating Radical Change - Graham Benjamin and Christopher Mabey
Management Science and Organizational Change - G Walsham
A Framework for Analysis
PART FIVE: PERSPECTIVES ON CHANGE
Understanding Power in Organizations - Jeffrey Pfeffer
Organizational Change - Nigel Nicholson
Organizations as Political Systems - Gareth Morgan
The Management of Change - Peter Marris