Managing Change
Cambridge University Press, 7/5/2012
EAN 9780521184854, ISBN10: 0521184851
Paperback, 290 pages, 25.6 x 17.6 x 1.7 cm
Language: English
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.
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.
Advance praise: 'This is a fresh and exciting look at the theory and practice of managing organizational change. Beech and MacIntosh's enquiry and action approach provides a framework that incorporates both well established and newer thinking and practices used in change management and organization development. The well written mix of theory, practical application, and cases makes the book an excellent choice for practising managers, consultants, and students. An outstanding contribution that could change how you think about and approach organizational change.' Robert J. Marshak, American University