Managing Change, 2/e

Contents:
 

List of figures • List of boxes • Journal research cases • Acknowledgements • Walkthrough of textbook features

Preface to the second edition: The purpose of the book • The approach of the book • The organisation of the chapters • The organisation of the book

Part 1 Introduction

Chapter 1 The managing change conundrums: Introduction • The managing change conundrums • Summary • Key readings

Chapter 2 Organisational change classifications: Learning outcomes • Introduction • Managerial approaches: • Classifying organisational change • –The change classifications framework • Critical perspective: • The change classifications framework as a point of view • –Complexity theories and organisational change • –Postmodernism and organisational change • Concluding commentary • Case study: applying theory to practice: • Greenshires County Council in shock restructuring • Discussion questions • Key readings

Chapter 3 History and organisational change: Learning outcomes • Introduction • Managerial approaches: • Popular management writing • Critical perspective: • Historiography and organisational change • Concluding commentary • Case study: applying theory to practice: • Reflecting upon the NHS Next Stage Review • Discussion questions • Key readings

Chapter 4 The role of paradigms and perspectives: Learning outcomes • Introduction • Managerial approaches: • Paradigms of/for change • –Perspectives on organisational change • Critical perspective • –What constitutes a critical perspective? • –Why adopt a critical perspective towards managing change? • Concluding commentary • Case study: applying theory to practice: • Identifying perspectives and paradigms in four journal papers • Discussion questions • Key readings

Part 2 External and internal change contexts

Chapter 5 Why organisations change: Learning outcomes • Introduction • Managerial approaches: • Triggers and drivers of organisational change • –Contextualist approaches to organisational change • Critical perspective: • Life-cycles, teleology, dialectics and evolution • –New institutional theory • –Management fads and fashions • Concluding commentary • Case study: applying theory to practice: • Changing times at Factory Bank • Discussion questions • Key readings
Chapter 6 Organisational design and change: Learning outcomes • Introduction • Managerial approaches:? The challenges of organisational design • –Theorising organisational design • –Changing forms, processes and boundaries • Critical perspective: • Dualities in forms of organising • Concluding commentary • Case study: applying theory to practice: • New organisational forms at the University of Midchester • Discussion questions • Key readings
Chapter 7 Strategic-level change: Learning outcomes • Introduction • Managerial approaches: • Strategy and strategic change • –Planned approaches to change • –Managing mergers and acquisitions • Critical perspective: • Emergent approaches to change • –Questioning strategic change • –Critically reviewing mergers and acquisitions • Concluding commentary • Case study: applying theory to practice: • Strategic change at Higson's Plastic Parts • Discussion questions • Key readings
Chapter 8 Group- and team-level change: Learning outcomes • Introduction • Managerial approaches: • Groups and teams in organisations • –Group and team involvement in organisational change • –Socio-technical systems approaches • Critical perspective: • Critique of groups and teams research • –The tyranny of teamworking ideology • Concluding commentary • Case study: applying theory to practice: • All change in the technical support team • Discussion questions • Key readings
Chapter 9 Individual-level change: Learning outcomes • Introduction • Managerial approaches: • Understanding individuals • –Explaining processes of individual change • –Managing individuals through organisational change • Critical perspective: • Covert dimensions of organisational change • –Questioning the role of pain in organisational change • Concluding commentary • Case study: applying theory to practice: • Experiencing change in Greenshires County Council • Discussion questions • Key readings

Part 3 Managing change

Chapter 10 The leadership of change: Learning outcomes • Introduction • Managerial approaches: • Leaders, leadership and management • –Studying leaders and leadership • –Transformational and visionary leadership • –Leading change • Critical perspective: • Critique of Kotter and transformational leadership • –Leadership as dangerous, dysfunctional and devious • Concluding commentary • Case study: applying theory to practice: • Leading change in Crusty Bakeries • Discussion questions • Key readings
Chapter 11 Change communications: Learning outcomes • Introduction • Managerial approaches: • Communicating change • –Communicating change barriers and blockages • Critical perspective: • Change communications as rhetoric • –Change communications as discourse • Concluding commentary • Case study: applying theory to practice: • Communications about a new job evaluation scheme • Discussion questions • Key readings
Chapter 12 Resistance to change: Learning outcomes • Introduction • Managerial approaches: • The what, why and how of resisting change • –Managing resistance to change • Critical perspective: • Change and stability • –Change-agent-centric thinking • –Rethinking resistance and resistance terminology • Concluding commentary • Case study: applying theory to practice: • Resistance to change in Happy Homes call centre • Discussion questions • Key readings
Chapter 13 Cultural change: Learning outcomes • Introduction • Managerial approaches: • National cultural contexts • –Managerial interest in organisational culture • –Defining and classifying organisational cultures • –Managing cultural change • Critical perspective: • The manageability of cultural change? • –Culture as an impediment to organisational change • Concluding commentary • Case study: applying theory to practice: • Midlands Building Society • Discussion questions • Key readings
Chapter 14 Organisational learning: Learning outcomes • Introduction • Managerial approaches: • Approaches to learning • –Organisational learning • –The learning organisation • Critical perspective: • Critically reviewing organisational learning and learning organisations: • Organisational forgetting • Concluding commentary • Case study: applying theory to practice: • Manufacturing videotapes: fast-forward to the future • Discussion questions • Key readings

Part 4 Developments in managing change

Chapter 15 Power, politics and organisational change: Learning outcomes • Introduction • Managerial approaches: • Theorising power and politics • Power, politics and organisational change • Critical perspective: • Power: a radical view • –Power and strategic change • Concluding commentary • Case study: applying theory to practice: • Funding crisis at Musicians in the Community • Discussion questions • Key readings
Chapter 16 Ethics and managing change: Learning outcomes • Introduction • Managerial approaches: • Introducing business ethics • –Managing change ethical challenges • –Psychological contracts and organisational change • –Ethical codes • Critical perspective: • Against business ethics • –Ethics and globalisation • –Towards managing change ethically • Concluding commentary • Case study: applying theory to practice: • Financial Futures, Oakley's Plastic Mouldings, Greenshires Loans and Savings, and Beautiful Bespoke Jewellery • Discussion questions • Key readings
Chapter 17 Change agents and agency: Learning outcomes • Introduction • Managerial approaches: • Change agents and agency • –Managing change tools and techniques: • Managing change as managing projects • Critical perspective: • Critically questioning change agents and agency • –Critique of managing projects as managing change • Concluding commentary • Case study: applying theory to practice: • The 23rd Annual Power Tools Manufacturing Conference • Discussion questions • Key readings
Chapter 18 HR and managing change: Learning outcomes • Introduction • Managerial approaches: • HR involvement in managing change • –Managing diversity changes • Critical perspective: • Critically questioning HR involvement in managing change • –The rhetoric of managing diversity • Concluding commentary • Case study: applying theory to practice: • Reflecting upon HR change agency roles • Discussion questions • Key readings
Chapter 19 Technological change: Learning outcomes • Introduction • Managerial approaches: • The meaning of technology • –Studying technological change • –The contribution of innovation theories • Critical perspective: • Deterministic perspectives • –Emergent perspectives • –Labour process perspectives • Concluding commentary • Case study: applying theory to practice: • Technological change at Perfect Properties • Discussion questions • Key readings

Part 5 Conclusions

Chapter 20 Evaluating managing change: Introduction • The temporal mysteries of managing change • Evaluating outcomes of managing change: • In search of the 70% failure rate • –Explaining organisational change failure • –Potential pitfalls of evaluating organisational change outcomes • Evaluating the study of managing change: • What are the strengths of how managing change is studied? • –What are the weaknesses of how managing change is studied? • –What are the opportunities for developing the study of managing change? • –What are the threats to the continued study of managing change?

Appendix • The organisational change field guide: Action learning • Appreciative inquiry • Balanced scorecard • Benchmarking • Business process reengineering • Coaching • Customer relationship management • Downsizing • Employee empowerment • High-performance work systems • Investors in People • Kaizen • Knowledge management • Lean Six Sigma • Learning organisation • Organisational development • Outsourcing • Strategic alliances • Supply chain management • Total quality management

References • Index

About the Author:

Mark Hughes is a Senior Lecturer in Organisational Behaviour at Brighton Business School.