Mark Hughes

Managing Change

A Critical Perspective

• Broschiertes Buch

Produktbeschreibung

Building on the success of the first edition, this text is designed to cater for change modules on HR and business degree programmes at both undergraduate and postgraduate level. Key Selling Features 1. Explores how and why change occurs, and how this process can be managed effectively 2. Offers a critical perspective, challenging the main assumptions in this area and ensuring that the complexity of the subject is understood 3. Critical perspective balanced with an improved learning features to make the text more accessible including an appendix featuring 20 popular change management techniques New to this edition: 4. Increased coverage including new chapters on Perspectives, Power and Politics, Ethics, Agents and Agency, HRM, Evaluation 5. Revised, more logical structure: the book will be divided into parts for easy navigation and the chapters will be restructured to reflect strategic, group and individual change 6. Revised final chapter focused on evaluating the practice and theory of change management, concluding many of the debates introduced in the text Online resources For tutors: Lecturer's Guide including commentary on questions and cases in the book PowerPoint slides Additional case studies For students: Annotated weblinks Market 7. Students on UG Change Management modules and postgraduate modules

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Produktdetails

• Verlag: Kogan Page
• 2nd UK edition
• Seitenzahl: 392
• Erscheinungstermin: 31. August 2010
• Englisch
• Abmessung: 53mm x 190mm x 22mm
• Gewicht: 748g
• ISBN-13: 9781843982418
• ISBN-10: 1843982412
• Artikelnr.: 29986423

Autorenporträt

Mark Hughes is a senior lecturer in organisational behaviour at Brighton Business School, UK.

Inhaltsangabe

Introduction
The managing change conundrums
Organisational change classifications
History and organisational change
The role of paradigms and perspectives
External and internal change context
Why organisations change
Organisational design and change
Strategic level change
Group and team level change
Individual level change
Managing change
The leadership of change
Change communications
Resistance to change
Cultural change
Organisational learning
Development in managing change
Power, politics and organisational change Ethics and managing change
Change agents and agency
Hrm and managing change
Technological change
Conclusions
Evaluating managing change
Appendix- the organisational change field guide