Change Management

A Guide to Effective Implementation

Inbunden, Engelska, 2015

AvJames McCalman,Robert A Paton,Sabina Siebert

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Now a classic in its field, the fourth edition of Change Management: A Guide to Effective Implementation continues to offer readers highly practical strategies and step-by-step guidance for applying different models of change in different organizational scenarios.

New to the Fourth Edition:

A third expert author, Sabina Siebert, bringing a background in sociology and cultural studies
An improved structure that consolidates all the existing strengths of the previous editions and separates the book into three parts, beginning with chapters assessing ‘The Impact and Definition of Change’, ‘Implementation and Evaluation of Change’ and ending with a critical outlook in ‘Change Management – A Critical Perspective’
A wealth of new and richly detailed case studies with an international and cross-cultural scope that draw upon different organization types, environments and perspectives for a diverse and global understanding of the current field of change management
Two additional chapters on leading change and organisational culture, offering unparalleled coverage of managing systems and processes, combined with increased emphasis on managing human issues.

For students taking Change Management courses on Business and Management degrees, MBA's, specialist masters and healthcare subjects.

Produktinformation

Utgivningsdatum2015-12-15
Mått186 x 232 x undefined mm
Vikt770 g
FormatInbunden
SpråkEngelska
Antal sidor336
Upplaga4
FörlagSAGE Publications
ISBN9781446274101

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Ledarskapsböcker inom Ekonomi och Ledarskap

Professor James McCalman is the Head of the Centre for Strategy and Leadership at the University of Portsmouth, UK. Professor Robert A. Paton is the Director of Graduate Studies, Adam Smith Business School, and a Deputy Dean, College of Social Sciences, at the University of Glasgow, UK. Sabina Siebert is a professor of management in the Adam Smith Business School, University of Glasgow, UK. Her research interests include organizational trust, distrust and trust repair, organizations and professions, and management in the creative industries. She employs a range of qualitative methodologies including discourse analysis, narrative analysis, and organizational ethnography. She has researched an ancient profession—Scottish advocates (an article based on this study was published in the Academy of Management Journal). She is currently the Academic Fellow of UK Parliament where she is studying the link between the institution of Parliament and the buildings in which it is located. She has published her research in Organization Studies, Work Employment and Society, Sociology and Social Studies of Medicine.

PART 1: THE IMPACT AND DEFINITION OF CHANGEChapter 1: Introducing Change ManagementChapter 2: Change and the Manager and the Objective OutsiderChapter 3: Cultural attributes of changeChapter 4: Leading ChangePART 2: IMPLEMENTATION AND EVALUATION OF CHANGEChapter 5: The Nature of ChangeChapter 6: Mapping ChangeChapter 7: The Systems Approach to ChangeChapter 8: Total Project ManagementChapter 9: People ManagementChapter 10: Organizational DevelopmentPART 3: CHANGE MANAGEMENT – A CRITICAL PERSPECTIVEChapter 11: Competing narrativesChapter 12: Organizational Politics and ChangeChapter 13: The Future of Change

This book addresses some of the key issues related to change from a practical, hands-on and realistic perspective. It will help the reader understand how to lead change; engage with change and survive change. In the fourth edition, the focus remains very firmly on the ‘nuts and bolts’ of organizational change – competing resources; politics; conflicts of interest and understanding. But the reader also benefits from change being examined from two very different angles – the organized systems perspective and a focus on people development.