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Book Details
Abstract
The aim of this leading textbook is to provide a thorough understanding of the theories, approaches and practice of organisational change. It critically examines the approaches to change that are on offer, indicates their usefulness and drawbacks and sets them within the broad context of organisational life through the use of real-life examples.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Title Page | iii | ||
| Copyright Page | iv | ||
| Dedication | v | ||
| Contents | vii | ||
| Foreword | xii | ||
| Acknowledgements | xix | ||
| Part 1 Introduction to change management: fundamental questions for organizations | 1 | ||
| 1 Introduction to change management Fundamental questions for organisations | 3 | ||
| Learning objectives | 3 | ||
| Case Study 1.1: Minimal change can be best option: Why Berlin snack bar resisted change | 3 | ||
| Introduction | 4 | ||
| Why change? | 5 | ||
| Individual, group or system change? | 8 | ||
| What about resistance? | 13 | ||
| Who are the change agents? | 20 | ||
| Change: how often and how much? | 24 | ||
| Conclusions | 29 | ||
| Test your learning | 31 | ||
| Suggested further reading | 31 | ||
| Websites | 32 | ||
| Case Study 1.2: Managing fast and slow in a world that keeps accelerating | 32 | ||
| Part 2 The rise and fall of the rational organization | 35 | ||
| 2 From trial and error to the science of management The rise of organisation theory | 37 | ||
| Learning objectives | 37 | ||
| Case Study 2.1: The private sector must learn to bend like its public rivals: Agile working | 37 | ||
| Introduction | 39 | ||
| The rise of commerce and the birth of the factory | 42 | ||
| Organisation theory: the Classical approach | 48 | ||
| Conclusions | 63 | ||
| Test your learning | 67 | ||
| Suggested further reading | 68 | ||
| Websites | 69 | ||
| Case Study 2.2: Nissan’s approach to supplier development | 69 | ||
| 3 Developments in organisation theory From certainty to contingency | 73 | ||
| Learning objectives | 73 | ||
| Case Study 3.1: How to set staff free without plunging them into chaos | 73 | ||
| Introduction | 74 | ||
| The Human Relations approach | 76 | ||
| The Contingency Theory approach | 93 | ||
| Conclusions | 106 | ||
| Test your learning | 108 | ||
| Suggested further reading | 108 | ||
| Websites | 109 | ||
| Case Study 3.2: Jobs International (India) Ltd | 109 | ||
| 4 The Culture-Excellence paradigm | 113 | ||
| Learning objectives | 113 | ||
| Case Study 4.1: Cultural pressure at Tesco to over-reach caused crisis | 113 | ||
| Introduction | 114 | ||
| The Culture-Excellence approach | 118 | ||
| Conclusions | 144 | ||
| Test your learning | 144 | ||
| Suggested further reading | 145 | ||
| Websites | 146 | ||
| Case Study 4.2: The transformation of XYZ Construction: Phase 1 – culture change | 146 | ||
| 5 Alternative paradigms: Japanese management, organisational learning and the need for sustainability | 149 | ||
| Learning objectives | 149 | ||
| Case Study 5.1: Toray’s carbon fibre ambition gains pace | 149 | ||
| Introduction | 150 | ||
| The Japanese approach to management | 152 | ||
| Organisational learning | 165 | ||
| Sustainability – a paradigm changer? | 175 | ||
| Case Study 5.2: Cargill and Bunge refuse to cut ties with palm oil trader | 177 | ||
| Conclusions | 179 | ||
| Test your learning | 184 | ||
| Suggested further reading | 185 | ||
| Websites | 185 | ||
| Case Study 5.3: Preparing for life after ‘peak stuff’: sustainability pioneering companies are suggesting that customers buy fewer of some products | 186 | ||
| 6 Critical perspectives on organisation theory Postmodernism, realism and complexity | 188 | ||
| Learning objectives | 188 | ||
| Case Study 6.1: Toppling bureaucracy | 188 | ||
| Introduction | 190 | ||
| The postmodern perspective | 192 | ||
| The realist perspective | 202 | ||
| The complexity perspective | 206 | ||
| Conclusions | 212 | ||
| Test your learning | 213 | ||
| Suggested further reading | 214 | ||
| Websites | 215 | ||
| Case Study 6.2: The independent music community in South Korea | 215 | ||
| 7 Culture, power, politics and choice | 219 | ||
| Learning objectives | 219 | ||
| Case Study 7.1: Dealmakers need new tools to predict M&A culture clash | 219 | ||
| Introduction | 220 | ||
| The cultural perspective | 222 | ||
| The power–politics perspective | 247 | ||
| Managing and changing organisations: bringing back choice | 258 | ||
| Conclusions | 262 | ||
| Test your learning | 264 | ||
| Suggested further reading | 264 | ||
| Websites | 265 | ||
| Case Study 7.2: After 17 Harvard case studies, Haier starts a fresh spin cycle | 265 | ||
| Part 3 Understanding change | 269 | ||
| 8 Approaches to strategy Managerial choice and constraints | 271 | ||
| Learning objectives | 271 | ||
| Case Study 8.1: Nestlé picks outsider to help it adapt | 271 | ||
| Introduction | 272 | ||
| Understanding strategy: origins, definitions and approaches | 274 | ||
| Case Study 8.2: The master strategist: Michael Porter | 285 | ||
| Case Study 8.3: The great iconoclast: Henry Mintzberg | 287 | ||
| Case Study 8.4: Tata in new talks to save Port Talbot: Joint venture with German rival under discussion. Future of UK units remains unclear | 289 | ||
| Applying strategy | 294 | ||
| Case Study 8.5: Company leaders need battlefield values | 296 | ||
| Understanding strategy: choices and constraints | 306 | ||
| Conclusions | 316 | ||
| Test your learning | 318 | ||
| Suggested further reading | 318 | ||
| Websites | 319 | ||
| Case Study 8.6: Transformation in the automobile industry | 319 | ||
| 9 Planned change and organization development (OD) | 323 | ||
| Learning objectives | 323 | ||
| Case Study 9.1: Happy workplaces are the building blocks of success | 323 | ||
| Introduction | 325 | ||
| The Planned approach: from Lewin to organization development (OD) | 326 | ||
| Phases of Planned change | 340 | ||
| The origins of OD | 341 | ||
| The changing nature of OD | 343 | ||
| Planned change and OD: summary and criticisms | 346 | ||
| Conclusions | 350 | ||
| Test your learning | 351 | ||
| Suggested further reading | 352 | ||
| Websites | 352 | ||
| Case Study 9.2: The transformation of XYZ Construction: Phase 2 – change of structure | 353 | ||
| 10 Developments in change management Emergence challenges Emergent change as OD strikes back | 357 | ||
| Learning objectives | 357 | ||
| Case Study 10.1: ‘Great implosion’ leaves US cable groups reeling as Netflix gains ground | 357 | ||
| Introduction | 358 | ||
| From Planned to Emergent change | 361 | ||
| Emergent change | 363 | ||
| Emergent change: summary and criticisms | 383 | ||
| Emergence | 388 | ||
| The renaissance of OD | 391 | ||
| Conclusions | 392 | ||
| Test your learning | 393 | ||
| Suggested further reading | 394 | ||
| Websites | 394 | ||
| Case Study 10.2: Oticon – the disorganised organisation | 395 | ||
| 11 A framework for change Approaches and choices | 399 | ||
| Learning objectives | 399 | ||
| Case Study 11.1: John Lewis: A Rather Civil Partnership | 399 | ||
| Introduction | 401 | ||
| Varieties of change | 402 | ||
| A framework for change | 406 | ||
| A framework for employee involvement | 410 | ||
| A framework for choice | 411 | ||
| Conclusions | 413 | ||
| Test your learning | 415 | ||
| Suggested further reading | 416 | ||
| Websites | 416 | ||
| Case Study 11.2: Large-scale change in the NHS: the Social Mobilising Approach | 417 | ||
| Part 4 Managing choice | 421 | ||
| 12 Organisational change and managerial choice Part 1: The choice process and the trajectory process | 423 | ||
| Learning objectives | 423 | ||
| Case Study 12.1: Manufacturers face a bumpy road to electric success | 423 | ||
| Introduction | 425 | ||
| The Choice Management–Change Management model | 427 | ||
| Case Study 12.2: The development of MSN | 442 | ||
| Conclusions | 444 | ||
| Test your learning | 444 | ||
| Suggested further reading | 445 | ||
| Websites | 445 | ||
| Case Study 12.3: The rise and fall of Marconi | 446 | ||
| 13 Organisational change and managerial choice Part 2: The change process | 450 | ||
| Learning objectives | 450 | ||
| Case Study 13.1: Revolution hits the Rolls-Royce factory floor | 450 | ||
| Introduction | 452 | ||
| The change process | 454 | ||
| Case Study 13.2: The importance of commitment | 463 | ||
| Case Study 13.3: Changing customers’ behaviour | 468 | ||
| Case Study 13.4: Gaining commitment | 473 | ||
| Conclusions | 477 | ||
| Test your learning | 479 | ||
| Suggested further reading | 479 | ||
| Websites | 480 | ||
| Case Study 13.5: Organisational change: the role of values | 480 | ||
| 14 Management, leadership and change | 484 | ||
| Learning objectives | 484 | ||
| Case Study 14.1: Burberry looks to get back in fashion with new Chief Executive | 484 | ||
| Introduction | 485 | ||
| Globalisation and the challenge of change | 489 | ||
| The manager’s role | 495 | ||
| Management and leadership | 501 | ||
| Management development | 515 | ||
| Management, leadership and change | 524 | ||
| Conclusions | 527 | ||
| Test your learning | 530 | ||
| Suggested further reading | 531 | ||
| Websites | 532 | ||
| Case Study 14.2: Midshires College of Midwifery and Nursing | 532 | ||
| Bibliography | 535 | ||
| Glossary | 622 | ||
| A | 622 | ||
| B | 623 | ||
| C | 624 | ||
| D | 625 | ||
| E | 626 | ||
| F | 626 | ||
| G | 627 | ||
| H | 627 | ||
| I | 627 | ||
| J | 628 | ||
| K | 628 | ||
| L | 628 | ||
| M | 628 | ||
| N | 629 | ||
| O | 629 | ||
| P | 630 | ||
| Q | 631 | ||
| R | 631 | ||
| S | 632 | ||
| T | 633 | ||
| U | 634 | ||
| V | 634 | ||
| W | 634 | ||
| Index | 635 | ||
| A | 635 | ||
| B | 635 | ||
| C | 636 | ||
| D | 638 | ||
| E | 639 | ||
| F | 639 | ||
| G | 640 | ||
| I | 640 | ||
| J | 641 | ||
| K | 641 | ||
| L | 641 | ||
| M | 642 | ||
| N | 643 | ||
| O | 643 | ||
| P | 644 | ||
| Q | 645 | ||
| R | 645 | ||
| S | 646 | ||
| T | 647 | ||
| U | 648 | ||
| V | 648 | ||
| W | 648 | ||
| X | 649 | ||
| Y | 649 | ||
| Z | 649 |