Managing Change, Changing Managers

Front Cover
Psychology Press, 2004 - Business & Economics - 259 pages
The topic of change management presents students with many challenges. One of the most difficult is making sense of the plethora of guru and hero-manager literature.
Managing Change/Changing Managers is an innovative textbook that encourages readers to rigorously question popular management theory, presenting a challenging review of existing literature in the change management field. The author brings together an overarching perspective on the most influential writings in the area, but unlike other textbooks, provides a much-needed criritque of the material and its implications for management practice.
Arguing that the majority of management guru literature makes the art of managing change appear simple and foolproof when it is not, this text is refreshingly critical, guiding and enhancing the reader's own criticality. The book also draws the best practice out of the traditional theory, using cases to illuminate the practical side to change management.
 

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Contents

stages process or continuum
27
open or closed?
53
manageable or not?
79
behaviours or perception?
105
practice performance or preference?
133
Upbeat or downbeat?
150
The rhetoric of quality programmed change
165
PostScript on New Public Management
179
Management by objectives
193
Action research and action learning
206
managing change or changing managers?
219
Conclusions
247
79
253
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About the author (2004)

Julian Randall is Director of Programmes at the Centre for Business Education, St. Andrews University.

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