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Theory and Practice of Change Management, The
£54.99

THEORY AND PRACTICE OF CHANGE MANAGEMENT, THE

PAPERBACK BY HAYES, JOHN

£54.99

ISBN
9781137275349
IMPRINT
PALGRAVE
 
 
EDITION
4TH ED. 2014
PUBLISHER
PALGRAVE MACMILLAN
STOCK FOR DELIVERY
New product available - 9781352001235
FORMAT
PAPERBACK
PAGES
548 pages
PUBLICATION DATE
12 MAR 2014

DESCRIPTION

Why are some organizations, such as Google, Toyota and Xerox, so successful, while others seem destined to fail? The answer lies in how they manage change. New technology and regulations, blurred organizational boundaries, and an increasingly globalized workforce present opportunities and threats that managers must address if organizations are to survive and prosper. John Hayes' best-selling textbook provides you with the skills you will need as a future manager or leader to identify the necessity for change and ensure its successful implementation. Its hands-on approach includes a number of 'change tools' that you can apply to various change scenarios, exercises which invite you to reflect on your experience of change in everyday life, and a host of case studies and examples based on real-life organizations worldwide. These practical features are underpinned by a theoretical framework presenting change as a flexible yet controlled sequence of activities. The fourth edition offers: - Two new chapters on process models of change and implementing change- A revised structure based on an updated theoretical framework focusing more on planning for change, individual and collective learning, leading and managing people issues- Brand new Managing change in practice features which link videos of experienced change practitioners discussing key topics to questions and exercises in the book- More international case studies and examples than ever. Visit www.palgrave.com/companion/hayes-change-management4 for access to voiced-over presentations on key topics, video interviews with change practitioners, additional case studies and much more.

CONTENTS

PART I: MANAGING CHANGE: A PROCESS PERSPECTIVE.- 1. Process Models of Change.- 2. Leading Change: A Process Perspective.- 3. Patterns of Change.- PART II: RECOGNISING THE NEED FOR 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. Communicating Change.- 12. Motivating Others to Change.- 13. Supporting Others through Change.- PART V: PLANNING.- 14. Shaping Implementation Strategies.- 15. Developing a Change Plan.- 16. Types of Intervention.- 17. Action Research.- 18. Appreciative Inquiry.- 19. Training and Development.- 20. High Performance Development.- 21. Business Process Reengineering.- 22. Lean.- 23. Culture Profiling.- 24. Selecting Interventions.- PART VI: IMPLEMENTING CHANGE AND REVIEWING PROGRESS.- 25. Implementing Change.- 26. Reviewing and Keeping the Change on Track.- PART VII: SUSTAINING CHANGE.- 27. Making Change Stick.- 28. Spreading Change.- PART VIII: LEARNING.- 29. Individual and Collective Learning.- 30. Pulling it All Together: A Case Study.