John Hayes' bestselling textbook combines a scholarly discussion of change management with a host of practical tools and techniques. It provides future managers with all the skills they need to diagnose the need for change and to ensure its successful implementation. The book's unique underpinning framework views change as a purposeful and constructed sequence of events, rather than something chaotic and unmanageable. Its hands-on approach includes a number of 'Change Tools' that students can apply to various scenarios, an array of case studies and examples based on real-life organisations…mehr
John Hayes' bestselling textbook combines a scholarly discussion of change management with a host of practical tools and techniques. It provides future managers with all the skills they need to diagnose the need for change and to ensure its successful implementation. The book's unique underpinning framework views change as a purposeful and constructed sequence of events, rather than something chaotic and unmanageable. Its hands-on approach includes a number of 'Change Tools' that students can apply to various scenarios, an array of case studies and examples based on real-life organisations worldwide and video interviews with experienced change practitioners, who share their insights on key topics.
The book will be essential reading for final-year business undergraduates, as well as MBA and postgraduate students who are taking modules in change management or organisational change. It is also ideal for change practitioners and consultants.
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Autorenporträt
John Hayes is Emeritus Professor of Change Management at Leeds University Business School, UK. John also helps to facilitate change in complex organizational settings and has worked for companies such as BP, Nestlé, National Australia Group and the US Army.
Inhaltsangabe
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
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
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