Managing Organisational Change, Google eBook

Front Cover
John Wiley & Sons, Feb 2, 2012 - Business & Economics - 341 pages
The complexities of change in today's business environment can be overwhelming for organisations. The pressures of deregulation, privatisation, tax change, social renewal and globalisation have compelled organisations to change in order to remain competitive.

Managing Organisational Change 3rd Australasian edition, weaves together the research, models and practical examples that shape change management studies. It explains basic concepts and theoretical approaches and their practical application to organisations, and is well structured to suit a one semester course.

 

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Contents

CHAPTER 1 INTRODUCTION TO CHANGE MANAGEMENT
1
CHAPTER 2 PERSPECTIVES ON MANAGING CHANGE
20
CHAPTER 3 STRATEGY AND CHANGE
47
CHAPTER 4 CHANGE TOOLS
80
CHAPTER 5 NEW FORMS OF ORGANISING
117
CHAPTER 6 LEADERSHIP FOR CHANGE
142
CHAPTER 7 HUMAN RESOURCE MANAGEMENT AND ORGANISATIONAL CHANGE
172
CHAPTER 8 POWER AND RESISTANCE TO CHANGE
211
CHAPTER 9 MEASURING MONITORING AND MAINTAINING CHANGE
244
CHAPTER 10 CHANGE AND SUSTAINABILITY
276
CASE 1 BEGA CHEESE LIMITED STRUCTURAL CHANGE INNOVATION AND EMPLOYEE MOTIVATION
298
CASE 2 ANZ BANK LEADERSHIP AND CULTURE CHANGE
313
GLOSSARY
327
INDEX
335
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About the author (2012)

FIONA GRAETZ is a senior lecturer in the Graduate School of Management at La TrobeUniversity. Fiona’s research interests are in the area of organisational change and organisational theory. As a researcher, Fiona has investigated organisational change, changing forms of organising and duality theory. Fiona has published and co-authored numerous papers in the area of change management and dual forms of organising. Fiona is the director of teaching and learning at the Graduate School of Management and teaches into the MBA program.

MALCOLM RIMMER is the Head of the Regional School of Business at La Trobe University where he is also chair of the Academic Board. He has published extensively on industrial relations, HRM and change management, and is a Fellow of the Academy of Social Sciences of Australia. Since 2006 he has been co-editor of the Asia Pacifi c Journal of HR. He has consulted widely for government, business and trade union organisations.

AARON SMITH is a professor and Associate Pro-Vice Chancellor (Industry Engagement)in the College of Business at RMIT University. He was previously Director of Sport and Leisure Management and held the chair of Sport Management at La Trobe University. Aaron has also worked for Deakin University and Victoria University. Aaron has research interests in the management of psychological, organisational and policy change in business, and sport and health, and has authored 11 books which examine these issues. He has consulted extensively in the Asia–Pacific, Europe, North America and the Middle East to a diverse range of clients, including multinational corporations, professional sporting clubs, national and state sport associations, media companies, sport and entertainment facilities, and government.

ANN LAWRENCE is a senior lecturer in the Deakin Business School. Ann’s research has examined the effect of individual and organisational value congruence on occupational groups and organisational effectiveness. She has also co-authored numerous papers on Human Resource Development, individual–organisational value congruence, organisational commitment, and ethical values in human resource management. Ann is the unit chair of Human Resource Management in the Deakin Graduate School’s MBA program and the Co–Director of the China Studies Program.

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