Nic Beech is Dean of the Faculty of Arts and Professor of Management at the University of St Andrews, Vice Chair of the British Academy of Management and Lead Fellow of the UK Advanced Institute of Management. He has undertaken significant projects funded by the ESRC, EU and industry partners and his five previous books include Human Resource Management: A Concise Analysis (with E. McKenna, 2008) and Managing Creativity (with B. Townley, Cambridge, 2010). He presents regularly to professional and business executives and teaches at undergraduate and graduate levels.
Inhaltsangabe
Part I. Foundations: 1. Approaches to practising change management 2. Current perspectives and classic ideas Part II. Diagnosing: 3. Clarity and ambiguity 4. Engagement and vitality 5. Stakeholder positioning and dynamics 6. Culture, habits and unlearning Part III. Enacting Change: 7. Changing structure 8. Identity and change 9. Choosing customers and competitors 10. Changing processes 11. Aligning people and activities 12. Learning and developing 13. Change through dialogue Part IV. Explaining: 14. Developing and interpreting evidence and reflexive learning 15. Accounting for change 16. Conclusions Part V. Extended Cases: Case 1. ABB Case 2. ITS Canada Case 3. Island Opera Case 4. Oticon Case 5. Admiral Insurance Case 6. Power Provision Case 7. Nokia Case 8. Her Majesty's Revenue and Customs Case 9. Apple Index.
Part I. Foundations: 1. Approaches to practising change management; 2. Current perspectives and classic ideas; Part II. Diagnosing: 3. Clarity and ambiguity; 4. Engagement and vitality; 5. Stakeholder positioning and dynamics; 6. Culture, habits and unlearning; Part III. Enacting Change: 7. Changing structure; 8. Identity and change; 9. Choosing customers and competitors; 10. Changing processes; 11. Aligning people and activities; 12. Learning and developing; 13. Change through dialogue; Part IV. Explaining: 14. Developing and interpreting evidence and reflexive learning; 15. Accounting for change; 16. Conclusions; Part V. Extended Cases: Case 1. ABB; Case 2. ITS Canada; Case 3. Island Opera; Case 4. Oticon; Case 5. Admiral Insurance; Case 6. Power Provision; Case 7. Nokia; Case 8. Her Majesty's Revenue and Customs; Case 9. Apple; Index.
Part I. Foundations: 1. Approaches to practising change management 2. Current perspectives and classic ideas Part II. Diagnosing: 3. Clarity and ambiguity 4. Engagement and vitality 5. Stakeholder positioning and dynamics 6. Culture, habits and unlearning Part III. Enacting Change: 7. Changing structure 8. Identity and change 9. Choosing customers and competitors 10. Changing processes 11. Aligning people and activities 12. Learning and developing 13. Change through dialogue Part IV. Explaining: 14. Developing and interpreting evidence and reflexive learning 15. Accounting for change 16. Conclusions Part V. Extended Cases: Case 1. ABB Case 2. ITS Canada Case 3. Island Opera Case 4. Oticon Case 5. Admiral Insurance Case 6. Power Provision Case 7. Nokia Case 8. Her Majesty's Revenue and Customs Case 9. Apple Index.
Part I. Foundations: 1. Approaches to practising change management; 2. Current perspectives and classic ideas; Part II. Diagnosing: 3. Clarity and ambiguity; 4. Engagement and vitality; 5. Stakeholder positioning and dynamics; 6. Culture, habits and unlearning; Part III. Enacting Change: 7. Changing structure; 8. Identity and change; 9. Choosing customers and competitors; 10. Changing processes; 11. Aligning people and activities; 12. Learning and developing; 13. Change through dialogue; Part IV. Explaining: 14. Developing and interpreting evidence and reflexive learning; 15. Accounting for change; 16. Conclusions; Part V. Extended Cases: Case 1. ABB; Case 2. ITS Canada; Case 3. Island Opera; Case 4. Oticon; Case 5. Admiral Insurance; Case 6. Power Provision; Case 7. Nokia; Case 8. Her Majesty's Revenue and Customs; Case 9. Apple; Index.
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