Organizational Change

6. Auflage 2020
ISBN: 978-1-292-24343-6
Verlag: Pearson

Buch, Englisch, 456 Seiten, Format (B × H): 189 mm x 246 mm, Gewicht: 875 g

For MBA and final year undergraduate students, as well as those studying specialist courses in Organizational Development and Change.

Explore and resolve complex organizational change issues by applying theories into practice

Organizational Change, 6th Edition , by Senior, Swailes and Carnall reflects a rapidly evolving world and explores ‘how change has changed’. The book is structured into three parts. The first part considers the causes and nature of change. Part two opens up the organization to expand on issues of structuring for change, the cultural and political contexts for change and how to lead change. Part three moves firmly into addressing the more practical considerations of designing, planning and implementing change.

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Autoren/Hrsg.

Senior, Barbara

Swailes, Stephen

Carnall, Colin

Inhaltsverzeichnis

• Part One: THE CONTEXT AND MEANING OF CHANGE
• Chapter 1 - Organizations and their changing environments
• Chapter 2 - The nature of organizational change
• Part Two: CHANGING ORGANIZATIONS
• Chapter 3 - Organizational design, structure and change
• Chapter 4 - Culture and change
• Chapter 5 - Power, politics and change
• Chapter 6 - Leadership styles and leading change
• Part Three: STRATEGIES FOR MANAGING CHANGE
• Chapter 7 - Hard systems models of change
• Chapter 8 - Soft systems models for change
• Chapter 9 - Future directions and challenges

Über Autor(innen)

Barbara Senior is a Chartered Occupational Psychologist who has published a number of books, articles and conference papers based on her research and activities. She is Principal of the Highfield Consultancy, which researches and offers consultancy services in the areas of organizational psychology and change.

Stephen Swailes is Professor of Human Resource Management at the University of Huddersfield. His current research interests focus on the management of high potential employees and the effects of talent management on organizational performance.

Colin Carnall has designed and led corporate and leadership development programmes, focused on delivering major strategic changes over many years. He had taught at Henley, Warwick and Cass, as well as worked as Director of a Strategic Consulting firm.