Managing Change, Changing Managers
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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stages process or continuum
open or closed?
manageable or not?
behaviours or perception?
practice performance or preference?
Upbeat or downbeat?
The rhetoric of quality programmed change
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accept achieve approaches to change basic assumptions behaviours beliefs Champy change agent change management change process change programme chapter commitment competence context corporate cost debate define effective elements emergent change employees enforced change evaluation examine example expected experience factors focus function Human Resource Management identify implementation individuals initiatives internal interpretation intervention involved ization leader leadership learning London Management by Objectives management of change Managing change meaning ment n-step approaches National Blood Service objectives offered organization organizational change Organizational culture organizational development outcomes participants perceptions performance perhaps Pettigrew phases planning practice problem proponents psychological contract punctuated equilibrium question Re-engineering referred reinforce Reprinted with kind resistance responses roles Schein sector senior managers skills sometimes staff steps strategy structure success suggest targets theory tion Total Quality Management traditional workers writers