John Hayes
The Theory and Practice of Change Management
John Hayes
The Theory and Practice of Change Management
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The Theory and Practice of Change Management, 2nd edition is a core textbook for all modules in change management. It examines all of the key theories on organizational change and applies them to organizational settings to demonstrate how strategies can be devised and employed to help manage organizational change and the issues arising from such change. Taking quite a practical approach, students are helped to apply theoretical modules to real-world scenarios, through the use of experiential learning and cases.
The Theory and Practice of Change Management, 2nd edition is a core textbook for all modules in change management. It examines all of the key theories on organizational change and applies them to organizational settings to demonstrate how strategies can be devised and employed to help manage organizational change and the issues arising from such change. Taking quite a practical approach, students are helped to apply theoretical modules to real-world scenarios, through the use of experiential learning and cases.
Produktdetails
- Produktdetails
- Verlag: Palgrave Macmillan
- 2nd edition
- Englisch
- ISBN-13: 9781403992987
- ISBN-10: 1403992983
- Artikelnr.: 20998169
- Herstellerkennzeichnung Die Herstellerinformationen sind derzeit nicht verfügbar.
- Verlag: Palgrave Macmillan
- 2nd edition
- Englisch
- ISBN-13: 9781403992987
- ISBN-10: 1403992983
- Artikelnr.: 20998169
- Herstellerkennzeichnung Die Herstellerinformationen sind derzeit nicht verfügbar.
John Hayes is Professor of Management Studies at Leeds University Business School, UK, where he is also Director of Teaching and Learning and Deputy Chair of the School. He is also Director of COBRA, the Centre for Organisational Behaviour Research and Analysis.
PART I: MANAGING CHANGE: A PROCESS PERSPECTIVE.- 1. Process Models of Change.- 2. Leading Change: A Process Perspective.- PART II: RECOGNISING THE NEED FOR CHANGE.- 3. Patterns of Change.- 4. Recognising the Need or Opportunity for Change.- 5. Starting the Change.- 6. Building Change Relationships.- PART III: DIAGNOSING WHAT NEEDS TO BE CHANGED.- 7. Diagnosis.- 8. Gathering and Interpreting Information.- PART IV: LEADING AND MANAGING THE PEOPLE ISSUES.- 9. The Role of Leadership in Change Management.- 10. Power, Politics and Stakeholder Management.- 11. Responsible Change Management: An Ethical Approach.- 12. Managing Context to promote ethical practice.- 13. Communicating Change.- 14. Motivating Others to Change.- 15. Supporting Others through Change.- PART V: PLANNING AND PREPARING FOR CHANGE.- 16. Shaping Implementation Strategies.- 17. Developing a Change Plan.- 18. Types of Intervention.- 19. Action Research.- 20. Appreciative Inquiry.- 21. Training and Development.- 22. High Performance Management.- 23. Business Process Re-engineering.- 24. Lean.- 25. Culture Profiling.- 26 Value Innovation.- 27. Selecting Interventions.- PART VI: IMPLEMENTING CHANGE AND REVIEWING PROGRESS.- 28. Implementing Change.- 29. Reviewing and Keeping the Change on Track.- PART VII: SUSTAINING CHANGE.- 30. Making Change Stick.- 31. Spreading Change.- PART VIII: LEARNING.- 32. Change Managers Learning From Their Own Experience.- 33. Facilitating Collective Learning.- 34. Pulling it All Together: A Concluding Case Study.
Part 1 - Managing change: a process perspective Intro to Part 1 1. Process
models of change 2. Leading change Part 2 - Recognising the need for change
Intro to Part 2 3. Patterns of change 4. Sources of change 5. Recognizing
the need for change 6. Using value innovation 7. Starting the change Part 3
- Diagnosing what needs to be changed Intro to Part 3 8. Diagnosis 9.
Gathering and interpreting Part 4 - Planning and preparing for change Intro
Part 4 10. Shaping implementation strategies 11. Developing a change plan
12. Types of interventions based on who does what 13. Types of intervention
based on issues to be resolved 14. Selecting interventions Part 5 - Leading
and managing the people issues Intro to Part 5 15. Building change
relationships 16. The role of leadership 17. Power, politics and
stakeholder management 18. Responsible change management 19. Managing
context to promote ethical practice 20. Communicating change 21. Motivating
others to change 22. Supporting others through change Part 6 - Implementing
change and reviewing progress Intro to Part 6 23. Implementing change 24.
Reviewing and keeping the change on track Part 7 - Sustaining change Intro
to Part 7 25. Making the change stick 26. Spreading the change Part 8 -
Learning Intro to Part 8 27. Change managers learning from their own
experience 28. Facilitating collective learning 29. Pulling it all
together: a concluding case study
models of change 2. Leading change Part 2 - Recognising the need for change
Intro to Part 2 3. Patterns of change 4. Sources of change 5. Recognizing
the need for change 6. Using value innovation 7. Starting the change Part 3
- Diagnosing what needs to be changed Intro to Part 3 8. Diagnosis 9.
Gathering and interpreting Part 4 - Planning and preparing for change Intro
Part 4 10. Shaping implementation strategies 11. Developing a change plan
12. Types of interventions based on who does what 13. Types of intervention
based on issues to be resolved 14. Selecting interventions Part 5 - Leading
and managing the people issues Intro to Part 5 15. Building change
relationships 16. The role of leadership 17. Power, politics and
stakeholder management 18. Responsible change management 19. Managing
context to promote ethical practice 20. Communicating change 21. Motivating
others to change 22. Supporting others through change Part 6 - Implementing
change and reviewing progress Intro to Part 6 23. Implementing change 24.
Reviewing and keeping the change on track Part 7 - Sustaining change Intro
to Part 7 25. Making the change stick 26. Spreading the change Part 8 -
Learning Intro to Part 8 27. Change managers learning from their own
experience 28. Facilitating collective learning 29. Pulling it all
together: a concluding case study
PART I: MANAGING CHANGE: A PROCESS PERSPECTIVE.- 1. Process Models of Change.- 2. Leading Change: A Process Perspective.- PART II: RECOGNISING THE NEED FOR CHANGE.- 3. Patterns of Change.- 4. Recognising the Need or Opportunity for Change.- 5. Starting the Change.- 6. Building Change Relationships.- PART III: DIAGNOSING WHAT NEEDS TO BE CHANGED.- 7. Diagnosis.- 8. Gathering and Interpreting Information.- PART IV: LEADING AND MANAGING THE PEOPLE ISSUES.- 9. The Role of Leadership in Change Management.- 10. Power, Politics and Stakeholder Management.- 11. Responsible Change Management: An Ethical Approach.- 12. Managing Context to promote ethical practice.- 13. Communicating Change.- 14. Motivating Others to Change.- 15. Supporting Others through Change.- PART V: PLANNING AND PREPARING FOR CHANGE.- 16. Shaping Implementation Strategies.- 17. Developing a Change Plan.- 18. Types of Intervention.- 19. Action Research.- 20. Appreciative Inquiry.- 21. Training and Development.- 22. High Performance Management.- 23. Business Process Re-engineering.- 24. Lean.- 25. Culture Profiling.- 26 Value Innovation.- 27. Selecting Interventions.- PART VI: IMPLEMENTING CHANGE AND REVIEWING PROGRESS.- 28. Implementing Change.- 29. Reviewing and Keeping the Change on Track.- PART VII: SUSTAINING CHANGE.- 30. Making Change Stick.- 31. Spreading Change.- PART VIII: LEARNING.- 32. Change Managers Learning From Their Own Experience.- 33. Facilitating Collective Learning.- 34. Pulling it All Together: A Concluding Case Study.
Part 1 - Managing change: a process perspective Intro to Part 1 1. Process
models of change 2. Leading change Part 2 - Recognising the need for change
Intro to Part 2 3. Patterns of change 4. Sources of change 5. Recognizing
the need for change 6. Using value innovation 7. Starting the change Part 3
- Diagnosing what needs to be changed Intro to Part 3 8. Diagnosis 9.
Gathering and interpreting Part 4 - Planning and preparing for change Intro
Part 4 10. Shaping implementation strategies 11. Developing a change plan
12. Types of interventions based on who does what 13. Types of intervention
based on issues to be resolved 14. Selecting interventions Part 5 - Leading
and managing the people issues Intro to Part 5 15. Building change
relationships 16. The role of leadership 17. Power, politics and
stakeholder management 18. Responsible change management 19. Managing
context to promote ethical practice 20. Communicating change 21. Motivating
others to change 22. Supporting others through change Part 6 - Implementing
change and reviewing progress Intro to Part 6 23. Implementing change 24.
Reviewing and keeping the change on track Part 7 - Sustaining change Intro
to Part 7 25. Making the change stick 26. Spreading the change Part 8 -
Learning Intro to Part 8 27. Change managers learning from their own
experience 28. Facilitating collective learning 29. Pulling it all
together: a concluding case study
models of change 2. Leading change Part 2 - Recognising the need for change
Intro to Part 2 3. Patterns of change 4. Sources of change 5. Recognizing
the need for change 6. Using value innovation 7. Starting the change Part 3
- Diagnosing what needs to be changed Intro to Part 3 8. Diagnosis 9.
Gathering and interpreting Part 4 - Planning and preparing for change Intro
Part 4 10. Shaping implementation strategies 11. Developing a change plan
12. Types of interventions based on who does what 13. Types of intervention
based on issues to be resolved 14. Selecting interventions Part 5 - Leading
and managing the people issues Intro to Part 5 15. Building change
relationships 16. The role of leadership 17. Power, politics and
stakeholder management 18. Responsible change management 19. Managing
context to promote ethical practice 20. Communicating change 21. Motivating
others to change 22. Supporting others through change Part 6 - Implementing
change and reviewing progress Intro to Part 6 23. Implementing change 24.
Reviewing and keeping the change on track Part 7 - Sustaining change Intro
to Part 7 25. Making the change stick 26. Spreading the change Part 8 -
Learning Intro to Part 8 27. Change managers learning from their own
experience 28. Facilitating collective learning 29. Pulling it all
together: a concluding case study