The literature on Change Management works from the premise that management possesses the power to achieve change. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical 'relational' approach.
The literature on Change Management works from the premise that management possesses the power to achieve change. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical 'relational' approach.
Darren McCabe is Professor of Organization Studies at Lancaster University Management School, UK. He is the author of Power at Work: How Employees Reproduce the Corporate Machine which was published by Routledge, 2007.
Inhaltsangabe
Preface Chapter One: Introduction Chapter Two: The Landscape of Change Management Chapter Three: Towards A Critical 'Relational' Perspective on Change Management Chapter Four: The Contextual Landscape Chapter Five: Metaphors-As-Power Chapter Six: Management Resistance Chapter Seven: Resistance: From Negative To Positive/Productive? Chapter Eight: Cynicism In Service Chapter Nine: Making Organizational Politics Political Chapter Ten: Conclusion References Index
Preface Chapter One: Introduction Chapter Two: The Landscape of Change Management Chapter Three: Towards A Critical 'Relational' Perspective on Change Management Chapter Four: The Contextual Landscape Chapter Five: Metaphors-As-Power Chapter Six: Management Resistance Chapter Seven: Resistance: From Negative To Positive/Productive? Chapter Eight: Cynicism In Service Chapter Nine: Making Organizational Politics Political Chapter Ten: Conclusion References Index
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