The ability to manage change successfully is an essential part of business. It is a skill that is much valued by employers, and it is therefore one of the most commonly delivered courses. This book helps you to understand three key activities for managing change: diagnosing, explaining and enacting. Both practical and action-oriented, it gives students and managers the tools they need to deal with the messy reality of change. It combines theory and diagnostic tools with practical examples that focus on actions and outcomes. It also includes short vignettes and longer cases, from a range of international contexts, for classroom study or for use on distance learning courses. Managing Change is written for advanced undergraduates and graduate students taking modules on change management, strategy and organizations. Its class-tested approach has been successfully delivered in a wide variety of settings, including over fifty executive short courses with FTSE-listed businesses.
Sprache
Zielgruppe
Für höhere Schule und Studium
Für Beruf und Forschung
Illustrationen
ISBN-13
978-1-139-04754-8 (9781139047548)
Schweitzer Klassifikation
Autor*in
University of St Andrews, Scotland
Nic Beech is Dean of the Faculty of Arts and Professor of Management at the University of St Andrews, Vice Chair of the British Academy of Management and Lead Fellow of the UK Advanced Institute of Management. He has undertaken significant projects funded by the ESRC, EU and industry partners and his five previous books include Human Resource Management: A Concise Analysis (with E. McKenna, 2008) and Managing Creativity (with B. Townley, Cambridge University Press, 2010). He presents regularly to professional and business executives and teaches at undergraduate and graduate levels.
University of Glasgow
Robert MacIntosh is Chair in Strategic Management at the University of Glasgow Business School. He has worked with a range of FTSE-listed businesses, large public organizations and many small to medium sized firms. In recent years, he has co-chaired the Action Research SWG of the European Group for Organization Studies, been a member of Council for the British Academy of Management and has been appointed as a visiting professor at Edinburgh Business School. Originally trained as an engineer, he has over twenty years experience of teaching and researching change management.
Part I. Foundations: 1. Approaches to practising change management; 2. Current perspectives and classic ideas; Part II. Diagnosing: 3. Clarity and ambiguity; 4. Engagement and vitality; 5. Stakeholder positioning and dynamics; 6. Culture, habits and unlearning; Part III. Enacting Change: 7. Changing structure; 8. Identity and change; 9. Choosing customers and competitors; 10. Changing processes; 11. Aligning people and activities; 12. Learning and developing; 13. Change through dialogue; Part IV. Explaining: 14. Developing and interpreting evidence and reflexive learning; 15. Accounting for change; 16. Conclusions; Part V. Extended Cases: Case 1 - ABB; Case 2 - ITS Canada; Case 3 - Island Opera; Case 4 - Oticon; Case 5 - Admiral Insurance; Case 6 - Power Provision; Case 7 - Nokia; Case 8 - Her Majesty's Revenue and Customs; Case 9 - Apple; Index.
