Managing change in organizations. (2014)

• Record Type: Book
• Further Information: Note: Colin Carnall and Rune Todnem By.
• Authors: Carnall, C. A (Colin A.); By, Rune Todnem
• Contents: Cover -- Cover2 -- Half title page -- Title page -- Brief contents -- Contents -- Preface -- Acknowledgements -- Part 1: Organization change: setting the context -- Chapter 1: The challenge of change -- Introduction -- Profiling ambition -- Implementation -- Change architecture -- Conclusion -- Exercises -- Chapter 2: Organization structures: choice and leadership -- Introduction -- Management structures and management in action -- The dilemmas of organization -- Leadership and 'excellence' -- Conclusion -- Exercises -- Chapter 3: The transformation perspective -- Introduction -- New 'rules for the organizational game' -- Changing organizations -- Transforming the organization -- The value-added organization -- The network organization -- Conclusion -- Exercises -- Part 2: Theories of organization change -- Chapter 4: Theories of change: traditional models -- Introduction -- The 'clinical' approach -- Linear approaches -- Systems theory -- Emergent approaches to change -- Conclusion -- Exercises -- Chapter 5: Theories of change: critical perspectives -- Introduction -- Emerging thinking about organizational change -- Experience-based design -- Social movements and large-scale change -- The evolution of theory about organization change -- Conclusion -- Exercises -- Chapter 6: Theories of change: strategic management models -- Introduction -- Strategic management: the resource-based view -- The level of ambition -- Radical or transformational change -- Conclusion -- Exercises -- Part 3: Themes and issues inorganization change -- Chapter 7: Organizations in the twenty-first century: the value-added organization -- Introduction -- Changing the rules of the game -- Techniques for a value-added organization -- Conclusion -- Exercises -- Chapter 8: Sustaining organizational effectiveness -- Introduction -- Blocks to problem solving and change. Organizations and rationality -- Contingency, choice and organizational environments -- The innovative organization -- Conclusion -- Exercises -- Chapter 9: Leadership in practice -- Introduction -- All things to all men! -- Leadership, vision and strategy -- Leaders and situations -- The context of leadership -- Managers and leadership -- Leadership and 'human scale' -- conclusion -- Exercises -- Chapter 10: The learning organization -- Introduction -- Changing perceptions of organization -- Disciplines for the learning organization -- Convergence and the learning organization -- Competence development in handling change -- Conclusion -- Exercises -- Chapter 11: Strategies for change -- Introduction -- Management performance and learning -- Conclusion -- Exercises -- Part 4: Change management techniques -- Chapter 12: Diagnosing change -- Introduction -- Monitoring performance, measuring effectiveness -- Efficiency and effectiveness -- Techniques for assessment -- Understanding the 'human' dimension of change -- The change equation -- Authenticity in diagnosis -- Conclusion -- Exercises -- Chapter 13: Managing major changes -- Introduction -- Managerial skills for effective organizational change -- Coping with organizational change -- Coping with change -- The coping cycle -- Coping with the process of change -- Crafting change for the individual -- Providing information -- Give people time -- Involving people -- Conclusion -- Exercises -- Chapter 14: Change architecture -- Introduction -- Cycles of change -- Learning and change -- Programmes of change -- Change architecture: blocks -- Conclusion -- Exercises -- Chapter 15: A strategy for organizational effectiveness -- Introduction -- Force field analysis -- The implementation exercise (checklists 1 and 2) -- The self-assessment exercise (checklist 3) -- Conclusion -- Exercises. Part 5: Strategic change -- Chapter 16: Learning from change -- Introduction -- Managing change for management development -- The management of crisis and turnaround -- Conclusion -- Exercises -- Chapter 17: Culture models and organization change -- Introduction -- What is organization culture? -- Models of organizational culture -- Managing corporate politics -- Leadership and corporate politics -- Coping with conflict -- Managing corporate politics -- Conclusion -- Exercises -- Chapter 18: Strategic convergence: a new model for organization change -- Introduction -- Ambition in change -- Components of change architecture -- Performance characteristics of change architecture -- Ensuring appropriate structure -- Resonance -- Change culture -- Change leadership -- Accelerator effect -- A framework for assessing capability to change -- Conclusion -- Exercises -- Appendix: The change capability framework -- Chapter 19: Strategies for corporate transformation -- introduction -- 'Market-induced' change -- Learning as a transformational resource -- Strategy for corporate transformation -- Conclusion -- Exercises -- References -- Index.
• Edition: Sixth edition
• Publisher Details: Harlow, England : Pearson
• Publication Date: 2014
• Extent: 1 online resource (xiv, 364 pages), illustrations
• Subjects: 658.406; Organizational change; Strategic planning; Changement organisationnel; Planification stratégique; BUSINESS & ECONOMICS -- Industrial Management; BUSINESS & ECONOMICS -- Management; BUSINESS & ECONOMICS -- Management Science; BUSINESS & ECONOMICS -- Organizational Behavior; Organizational change; Strategic planning
• Languages: English
• ISBNs: 9780273736431; 0273736434; 1322294496; 9781322294490
• Related ISBNs: 9780273736417; 0273736418
• Notes: Note: Includes bibliographical references and index.; Note: Print version record.
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.