Aimed at students of change management, strategy and organisational change as part of undergraduate, MBA and MA programmes. Thoroughly revised and updated to reflect modern research, this edition explores the concept and practice of change within the broader context of the history, literature and theories of management. The main approaches on strategy development, management and leadership are linked to the processes of organisational change. A wide-ranging selection of case studies provides illustrations of change in a real-world context. This fourth edition reviews the growing influence of the Internet and globalisation, with particular emphasis on topics such as sustainability, workforce diversity and business ethics. The author encourages critical reflection on areas such as post-modernism, realism and complexity theory, and explores in depth the influence of culture, power and politics. There is also practical guidance on the planning and implementation of change. Lecturers and students can obtain further resources and materials from the textbooks companion website www.booksites.net/burnes
Author(s): Bernard Burnes
Edition: 4
Publisher: Prentice Hall
Year: 2004
Language: English
Pages: 636
Cover......Page 1
Managing Change......Page 2
Contents......Page 8
Acknowledgements......Page 12
Introduction......Page 14
Part One The rise and fall of the rational organisation......Page 22
Learning objectives......Page 24
Introduction......Page 25
The rise of commerce and the birth of the factory......Page 27
Organisation theory: the Classical approach......Page 46
Conclusions......Page 60
Test your learning......Page 64
Suggested further reading......Page 65
Learning objectives......Page 66
Introduction......Page 67
The Human Relations approach......Page 68
The Contingency Theory approach......Page 83
Conclusions......Page 93
Suggested further reading......Page 95
Learning objectives......Page 96
Introduction......Page 97
The Culture–Excellence approach......Page 101
The Japanese approach to management......Page 128
Organisational learning......Page 139
Conclusions......Page 148
Test your learning......Page 152
Suggested further reading......Page 153
Learning objectives......Page 154
Introduction......Page 155
The postmodern perspective......Page 157
The realist perspective......Page 167
The complexity perspective......Page 170
Conclusions......Page 176
Test your learning......Page 177
Suggested further reading......Page 178
Learning objectives......Page 179
Introduction......Page 180
The cultural perspective......Page 182
The power–politics perspective......Page 196
Managing and changing organisations: bringing back choice......Page 206
Conclusions......Page 210
Suggested further reading......Page 212
Part Two Strategy development and change management: past, present and future......Page 214
Learning objectives......Page 216
Introduction......Page 218
Understanding strategy: origins, definitions and approaches......Page 220
Understanding strategy: choices and constraints......Page 233
Conclusions......Page 241
Test your learning......Page 243
Suggested further reading......Page 244
Learning objectives......Page 245
Introduction......Page 246
Types of strategies......Page 247
Levels of strategy......Page 251
Strategic planning tools......Page 259
Conclusions......Page 269
Test your learning......Page 270
Suggested further reading......Page 271
Learning objectives......Page 272
Introduction......Page 273
Theoretical foundations......Page 274
The Planned approach to organisational change......Page 280
The frequency and magnitude of organisational change......Page 294
Conclusions......Page 297
Test your learning......Page 298
Suggested further reading......Page 299
Learning objectives......Page 300
Introduction......Page 301
The case against the Planned approach to organisational change......Page 302
The Emergent approach to change......Page 304
Emergent change: summary and criticisms......Page 325
Conclusions......Page 329
Suggested further reading......Page 330
Learning objectives......Page 331
Introduction......Page 333
Varieties of change......Page 334
A framework for change......Page 338
A framework for choice......Page 341
Conclusions......Page 342
Suggested further reading......Page 345
Part Three Case studies in strategy development and change management......Page 346
Introduction......Page 348
Case Study 1: The Internet and the P2P Revolution in the music industry......Page 350
Case Study 2: The rise and fall of Marconi......Page 356
Case Study 3: Oticon – the disorganised organisation......Page 360
Case Study 4: Privatisation and the European Union: the case of the Public Power Corporation of Greece......Page 368
Conclusions......Page 375
Test your learning......Page 377
Introduction......Page 378
Case Study 5: Volvo’s approach to Job Design......Page 381
Case Study 6: XYZ Construction......Page 390
Case Study 7: GK Printers Limited – changing systems and attitudes......Page 396
Conclusions......Page 409
Test your learning......Page 410
Introduction......Page 411
Case Study 8: Rover–TRW – operational integration......Page 414
Case Study 9: Speedy Stationers Ltd and UTL (Turbines) Ltd – supplier-driven change......Page 420
Case Study 10: PoliceCo – outsourcing in the public sector......Page 427
Conclusions......Page 433
Test your learning......Page 436
Part Four Managing choice......Page 438
Introduction......Page 440
Lessons from theory and practice......Page 442
Employee involvement and organisational transformation......Page 457
Conclusions: merging theory and practice......Page 460
Test your learning......Page 463
Introduction......Page 465
The Choice Management–Change Management model......Page 468
Conclusions......Page 497
Test your learning......Page 498
Learning objectives......Page 499
Introduction......Page 500
Globalisation and the challenge of change......Page 502
The manager’s role......Page 511
Management and leadership......Page 516
Management and leadership in action......Page 527
Management development......Page 532
Management, leadership and change......Page 540
Summary and conclusions......Page 543
Test your learning......Page 547
Suggested further reading......Page 548
Bibliography......Page 550
Glossary......Page 608
Index......Page 620
