The Theory and Practice of Change Management, 2nd edition is a core textbook for all modules in change management. It examines all of the key theories on organizational change and applies them to organizational settings to demonstrate how strategies can be devised and employed to help manage organizational change and the issues arising from such change. Taking quite a practical approach, students are helped to apply theoretical modules to real-world scenarios, through the use of experiential learning and cases.
The Theory and Practice of Change Management, 2nd edition is a core textbook for all modules in change management. It examines all of the key theories on organizational change and applies them to organizational settings to demonstrate how strategies can be devised and employed to help manage organizational change and the issues arising from such change. Taking quite a practical approach, students are helped to apply theoretical modules to real-world scenarios, through the use of experiential learning and cases.
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Autorenporträt
John Hayes is Professor of Management Studies at Leeds University Business School, UK, where he is also Director of Teaching and Learning and Deputy Chair of the School. He is also Director of COBRA, the Centre for Organisational Behaviour Research and Analysis.
Inhaltsangabe
Part 1 - Managing change: a process perspective Intro to Part 1 1. Process models of change 2. Leading change Part 2 - Recognising the need for change Intro to Part 2 3. Patterns of change 4. Sources of change 5. Recognizing the need for change 6. Using value innovation 7. Starting the change Part 3 - Diagnosing what needs to be changed Intro to Part 3 8. Diagnosis 9. Gathering and interpreting Part 4 - Planning and preparing for change Intro Part 4 10. Shaping implementation strategies 11. Developing a change plan 12. Types of interventions based on who does what 13. Types of intervention based on issues to be resolved 14. Selecting interventions Part 5 - Leading and managing the people issues Intro to Part 5 15. Building change relationships 16. The role of leadership 17. Power, politics and stakeholder management 18. Responsible change management 19. Managing context to promote ethical practice 20. Communicating change 21. Motivating others to change 22. Supporting others through change Part 6 - Implementing change and reviewing progress Intro to Part 6 23. Implementing change 24. Reviewing and keeping the change on track Part 7 - Sustaining change Intro to Part 7 25. Making the change stick 26. Spreading the change Part 8 - Learning Intro to Part 8 27. Change managers learning from their own experience 28. Facilitating collective learning 29. Pulling it all together: a concluding case study
Part 1 - Managing change: a process perspective Intro to Part 1 1. Process models of change 2. Leading change Part 2 - Recognising the need for change Intro to Part 2 3. Patterns of change 4. Sources of change 5. Recognizing the need for change 6. Using value innovation 7. Starting the change Part 3 - Diagnosing what needs to be changed Intro to Part 3 8. Diagnosis 9. Gathering and interpreting Part 4 - Planning and preparing for change Intro Part 4 10. Shaping implementation strategies 11. Developing a change plan 12. Types of interventions based on who does what 13. Types of intervention based on issues to be resolved 14. Selecting interventions Part 5 - Leading and managing the people issues Intro to Part 5 15. Building change relationships 16. The role of leadership 17. Power, politics and stakeholder management 18. Responsible change management 19. Managing context to promote ethical practice 20. Communicating change 21. Motivating others to change 22. Supporting others through change Part 6 - Implementing change and reviewing progress Intro to Part 6 23. Implementing change 24. Reviewing and keeping the change on track Part 7 - Sustaining change Intro to Part 7 25. Making the change stick 26. Spreading the change Part 8 - Learning Intro to Part 8 27. Change managers learning from their own experience 28. Facilitating collective learning 29. Pulling it all together: a concluding case study
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