Managing Organizational Change offers a unique ?social constructionist' perspective on change management which presents a more sophisticated, nuanced approach to the subject. This novel theoretical perspective makes it the first and only text to focus on the central role of conversations and storytelling in managing change. Strengthening the business focus of the text, this new 3rd edition includes provision of practical tools and techniques for managing change, increased coverage of sustaining change and a greater number of international examples and case studies. Managing Organizational…mehr
Managing Organizational Change offers a unique ?social constructionist' perspective on change management which presents a more sophisticated, nuanced approach to the subject. This novel theoretical perspective makes it the first and only text to focus on the central role of conversations and storytelling in managing change. Strengthening the business focus of the text, this new 3rd edition includes provision of practical tools and techniques for managing change, increased coverage of sustaining change and a greater number of international examples and case studies. Managing Organizational Change is suitable for change management modules at all levels of undergraduate and postgraduate study.
Muayyad Jabri is an Adjunct Professor at the University of New England, Australia. He holds a PhD from Alliance Manchester Business School. As a Visiting Professor in a number of universities in Europe and China, he is always curious about nuances of change across cultures. Muayyad works closely at the team level to develop discernment leadership that drives an inclusive organizational culture. Estefan Jabri graduated with a BA from the University of New England, Australia. He has several years' experience in collecting, developing and ratifying plans for coupling risk management concepts with sustainability. Estefan's consulting background includes a wealth of knowledge acquired through working in major consulting and accounting firms.
Inhaltsangabe
1. Disruptive change and transformation as the 'new normal' 2. Leaderfulness of change: inclusivity and vision 3. Change-making: agility and the social construction of change 4. Understanding the role of the change agent as a change-maker 5. Constructing change through narrative and storytelling 6. Field theory and action research 7. Communicating change 8. Mobilizing change: creating readiness and the notion of sensemaking 9. Understanding and managing organizational resistance 10. The problem-centric model of diagnosing change 11. The dialogic model of diagnosing change 12. Modes of intervention 13. Making sense of organizational identity 14. Sustaining change: how to navigate the 'new normal' in a rapidly changing environment 15. Change management cases
1. Disruptive change and transformation as the 'new normal' 2. Leaderfulness of change: inclusivity and vision 3. Change-making: agility and the social construction of change 4. Understanding the role of the change agent as a change-maker 5. Constructing change through narrative and storytelling 6. Field theory and action research 7. Communicating change 8. Mobilizing change: creating readiness and the notion of sensemaking 9. Understanding and managing organizational resistance 10. The problem-centric model of diagnosing change 11. The dialogic model of diagnosing change 12. Modes of intervention 13. Making sense of organizational identity 14. Sustaining change: how to navigate the 'new normal' in a rapidly changing environment 15. Change management cases
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