Change Management: A Guide to Effective ImplementationSAGE Publications, 2000 M05 2 - 280 pages 'Change Management is a well-structured and well-written book which has wide appeal for undergraduates, postgraduates and practitioners. It provides a comprehensive coverage of the issues related to organizational change and its management. It has a good, coherent structure which starts with a definition of change and a general examination of the antecedent factors, as well as the skills and competencies required of managers in facilitating the change process...The style and content of the book are of an extremely high quality, indicating the book's deserved reputation as a core textbook in this area' - Leadership and Organization Development Journal This new and updated edition of the highly successful MBA and undergraduate text on change management uses current examples with a strategic focus to guide students through the issues and processes associated with managing change. The new edition: - provides a framework for applying different models to different scenarios; - offers proactive approaches to change that relate to business performance; - gives practical, step-by-step means of handling change; - illustrates with up-to-date real-life case studies.Students using Change Management will gain a greater understanding that effective solutions to change problems need to combine technological, organizational and people-oriented strategies. In this sense the book adopts a process-based approach to management. It will also encourage students to familiarize themselves with the different contingencies that affect management and the most effective measures for dealing with them. |
Contents
The importance of change | 5 |
Outline of the book | 13 |
2 | 36 |
Copyright | |
16 other sections not shown
Other editions - View all
Change Management: A Guide to Effective Implementation Robert A. Paton,Rob Paton,James McCalman Limited preview - 2000 |
Common terms and phrases
achieve analysis approach argue associated behaviour Bell Atlantic Bob Smeaton change management change process change situation Chapter commitment communication competitive complex concept consider constraints consultant culture deal defined definition phase diagrams Dounreay effective employees ensure evaluation EWGs example external facilitate factors feedback Figure Force field analysis goals human relations movement identified impact implementation important improvement individual initial internal change agent intervention strategy involved issues iterative ization learning organization management team managing change ment mentation Mini nature objectives operating options organization development model organizational change organizational learning participation performance planning potential problem owner production programme project management READER ACTIVITY relationships response result role Senge senior management sequence diagram skills socio-technical systems solution staff stage structure success techniques theory theory X TPMM triggers values vision Warner Burke