Managing Organizational Change: A Multiple Perspectives Approach ISE
4th Edition
Published on 8. March 2021
Book
Paperback/Softback
928 pages
978-1-260-59795-0 (ISBN)
Description
Managing Organizational Change: A Multiple Perspectives Approach, 4e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change, which recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts.
The fourth edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices.
The fourth edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices.
More details
Edition
4th edition
Language
English
Place of publication
OH
United States
Target group
College/higher education
US School Grade: From College Freshman to College Graduate Student
Illustrations
41 Illustrations
Dimensions
Height: 229 mm
Width: 184 mm
Thickness: 15 mm
Weight
602 gr
ISBN-13
978-1-260-59795-0 (9781260597950)
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
Ian Palmer is a Pro Vice-Chancellor Business and Vice President of RMIT Melbourne, Australia
Richard Dunford is Pro Vice-Chancellor Business and Law at The University of Newcastle, Australia
David A. Buchanan is Emeritus Professor of Organizational Behaviour at Cranfield University School of Management, UK
Richard Dunford is Pro Vice-Chancellor Business and Law at The University of Newcastle, Australia
David A. Buchanan is Emeritus Professor of Organizational Behaviour at Cranfield University School of Management, UK
Content
PART 1 Groundwork: Understanding and Diagnosing Change
Chapter 1: Managing Change Stories and Paradoxes
Chapter 2: Images of Change Management
Chapter 3: Why Change? Contemporary Pressures and Drivers
Chapter 4: What to Change? A Diagnostic Approach
PART 2 Implementation: The Substance and Process of Change
Chapter 5: What Changes?
Chapter 6: Purpose and Vision
Chapter 7: Change Communication Strategies
Chapter 8: Resistance to Change
Chapter 9: Organization Development and Sense-Making Approaches
Chapter 10; Change Management Perspectives
PART 3 Running Threads: Sustainability and the Effective Change Manager
Chapter 11: Sustaining Change versus Initiative Decay
Chapter 12: The Effective Change Manager: What Does It Take?
Chapter 1: Managing Change Stories and Paradoxes
Chapter 2: Images of Change Management
Chapter 3: Why Change? Contemporary Pressures and Drivers
Chapter 4: What to Change? A Diagnostic Approach
PART 2 Implementation: The Substance and Process of Change
Chapter 5: What Changes?
Chapter 6: Purpose and Vision
Chapter 7: Change Communication Strategies
Chapter 8: Resistance to Change
Chapter 9: Organization Development and Sense-Making Approaches
Chapter 10; Change Management Perspectives
PART 3 Running Threads: Sustainability and the Effective Change Manager
Chapter 11: Sustaining Change versus Initiative Decay
Chapter 12: The Effective Change Manager: What Does It Take?