Change Management: A Guide to Effective ImplementationThis updated 3rd edition of a popular text on change management guides readers through the technological, organizational and people-oriented strategies that managers use to implement change. Revised to include power and politics, culture and gender, the authors have also added international case studies that set change management within the context of globalization . Change Management provides readers with frameworks for applying different models of change to different scenarios; offers proactive approaches to change that relate to business performance and gives practical, step-by-step guidance on handling change. Undergraduate and post graduate students who use this book will gain a greater understanding of change management in the workplace. |
Contents
Introducing Change Management | 3 |
1 The Nature of Change | 18 |
2 Change and the Manager | 39 |
3 Managing Change from a Gender Perspective | 59 |
4 Mapping Change | 75 |
PART 2 INTERVENTION STRATEGIES | 99 |
5 The Systems Approach to Change | 101 |
6 Cases in Intervention | 124 |
11 The Objective Outsider | 228 |
12 Organizational Politics and Change | 251 |
13 The Learning Organization | 277 |
PART 4 PRACTICAL CASES IN CHANGE MANAGEMENT | 299 |
an IBM Case Study | 301 |
Change at Smokies | 319 |
16 Intervention Cases | 335 |
17 Organizational Development Cases | 356 |
Other editions - View all
Change Management: A Guide to Effective Implementation Professor Robert A Paton,James McCalman Limited preview - 2008 |
Change Management: A Guide to Effective Implementation Professor Robert A Paton,James McCalman No preview available - 2008 |
Change Management: A Guide to Effective Implementation Professor Robert A Paton,James McCalman No preview available - 2008 |
Common terms and phrases
accepted achieve action activities adopted analysis approach argue assist associated barriers become behaviour change agent change management change process chapter commitment communication complex concerned consider consultant Continued costs create culture deal defined definition detailed diagram effective employees ensure environment ethical evaluation example existing expected experience external factors Figure future goals identified impact implementation important individual influence initial interest internal involved issues knowledge learning look means nature objectives operating options organization organization development organizational particular performance phase planning politics positive potential practice problem problem owner relationships resistance response role shared situation skills solution staff stage strategy structure success suggest task techniques thinking tion understanding