Verlagstext:
A core textbook for all modules in Change Management, John Hayes examines and applies all of the key theories on change to organisational settings. Diagnostic tools and immersive learning exercises enable students to identify change and experience various outcomes based on real-world scenarios. The unique experiential learning exercises allow students to reflect on their own experiences of change. Hayes strikes a balance between theory and practice by examining the key theories on change and applying those theories to organisational settings to demonstrate how organisations can develop practical tools to help implement change. Key Features * Blend of theory and practice * Breadth of coverage * Experiential learning exercises - allow students to play the role of a consultant and diagnose a need for change * Case studies * Diagnostic tools to help students grasp the practical techniques * Accessible - especially for those with no prior knowledge of change management theory * A comprehensive companion website NEW for the 3rd Edition * 2 colour design * 5 new chapters covering the latest developments * New thinking assignments * 12 new cases from a range of countries including Denmark, The Netherlands, India, China, USA, Germany and from a range of sectors (NGOs, not-for-profit, large and small companies, multi-national organisations, public and private sector) * New chapter on sustainability addresses how to make change 'stick' and how to 'spread' good practice through the organisation * Increased depth * Improved signposting and cross-referencing helps link the material together making it easier for students to see how everything fits together.
/ AUS DEM INHALT: / / / List of figures and tables pix
List of case studies pxi
List of research reports, examples and change tools pxii
Preface pxiv
Acknowledgements pxx
Abbreviations pxxii
Introduction and overview p1
The nature of change p14
Patterns of change p16
The process of change management p40
Recognizing the need for change and starting the change process p58
Recognizing the need for change p60
Starting the change process p72
Diagnosis p84
Open systems models and alignment p87
Other diagnostic models p105
Gathering and interpreting information for diagnosis p122
Managing the people issues p140
Power, politics and stakeholder management p143
The role of leadership in change management p159
Communicating change p174
Motivating others to change p191
Managing personal transitions p208
Modes of intervening p223
Planning and preparing for change p240
Shaping implementation strategies p243
Developing a change plan p258
Types of intervention p270
Selecting interventions p283
Implementing change p300
Collective learning in organizations p304
Action research p325
Appreciative inquiry p337
Training and development p350
High performance management p359
Business process re-engineering p370
Lean p379
Restructuring for strategic gain: mergers and acquisitions p394
Merging groups: combining people for enhanced performance p407
Reviewing change p426
Reviewing change p427
Sustaining change p436
Making change stick p438
Spreading change p448