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.
What people are saying - Write a review
We haven't found any reviews in the usual places.
managing change or changing managers
stages process or continuum
open or closed?
manageable or not?
behaviours or perception?
practice performance or preference?
Other editions - View all
accept accounts achieve approach to change basic assumptions behaviour beliefs Champy change agent change management change programme chapter commitment competence context Cost Nos Cost critical cultural change debate difficult effective elements emergent change employees enforced change evaluation examine example expected experience factors focus functions Human Resource Management identify implementation individuals initiatives intervention involved ization leader leadership learning London Management by Objectives management of change Managing change means ment Nadler National Blood Service objectives offered organization organizational change Organizational culture organizational development Organizational Studies outcomes perceptions performance perhaps Pettigrew phases practice problem productivity proponents psychological contract punctuated equilibrium question referred reinforce resistance responses roles Routledge Schein schemas sector senior managers skills sometimes staff steps strategy structure successful suggest targets theory tion Total Quality Management traditional underlying workers writers