The topic of change management presents students with many challenges. One of the most difficult is making sense of the plethora of guru and hero-manager literature.Managing Change/Changing Managers is an innovative textbook that encourages readers to rigorously question popular management theory, presenting a challenging review of existing literature in the change management field. The author brings together an overarching perspective on the most influential writings in the area, but unlike other textbooks, provides a much-needed criritque of the material and its implications for management practice.Arguing that the majority of management guru literature makes the art of managing change appear simple and foolproof when it is not, this text is refreshingly critical, guiding and enhancing the reader's own criticality. The book also draws the best practice out of the traditional theory, using cases to illuminate the practical side to change management.
Author(s): Julian Randall
Edition: 1
Year: 2004
Language: English
Pages: 272
Book Cover......Page 1
Title......Page 4
Contents......Page 5
List of figures......Page 10
List of tables......Page 11
List of boxes......Page 12
Acknowledgements......Page 13
Introduction......Page 14
Finding your way in: managing change or changing managers......Page 16
Thinking about change: stages, process or continuum......Page 40
Managing systems: open or closed?......Page 66
Individuals and change: manageable or not?......Page 92
Cultural transformation: behaviours or perception?......Page 118
N-step models: practice, performance or preference?......Page 146
Programmed approaches to organizational change: rhetoric and reality......Page 170
Project management: facilitation or constraint?......Page 198
Change agency: managing change or changing managers?......Page 232
Conclusions......Page 260
Index......Page 266
