With a clear organizing framework, based on a process model of change, and vast breadth of coverage, John Hayes' best-selling textbook covers all stages of change management. This 7th edition equips you with the practical tools, and knowledge of recent academic research and thinking, to manage change in all types of organizations. It embeds learning with a range of pedagogical tools, including experiential learning exercises, research reports, in-text examples and case studies from real-life organizational situations. Taking a managerial approach, this textbook is suitable for undergraduate,…mehr
With a clear organizing framework, based on a process model of change, and vast breadth of coverage, John Hayes' best-selling textbook covers all stages of change management. This 7th edition equips you with the practical tools, and knowledge of recent academic research and thinking, to manage change in all types of organizations. It embeds learning with a range of pedagogical tools, including experiential learning exercises, research reports, in-text examples and case studies from real-life organizational situations. Taking a managerial approach, this textbook is suitable for undergraduate, postgraduate and MBA students studying change management as well as for practitioners. New to this edition: -Chapter on trust in change management exploring the importance of trust in the change process -More on responding to big bang disruptions such as the impact of Covid 19 on businesses -New content on how cognitive style can affect sensitivity to emerging issues -A new change management tool, the Cognitive Style Index, for measuring cognitive style hosted on the companion website and discussed in the book -Discussion of the effects of working from home and hybrid working practices, and the need for modular and systemic diagnosis -More tables and many new case studies The companion website provides a range of resources to support teaching and learning, including narrated audio-visual tutorials, a testbank, interactive quizzes, detailed case study briefings and bonus cases, and interactive change management tools.
Part 1 - Managing change: a process perspective Intro to Part 1 1. Process models of change 2. Leading change: a process perspective Part 2 - Recognizing the need for change and starting the change process Intro to Part 2 3. Patterns of change 4. Sources of change 5. Recognizing the need or opportunity for change 6. Using value innovation to proactively identify new opportunities 7. Starting the change Part 3 - Diagnosing what needs to be changed Intro to Part 3 8. Diagnosis 9. Gathering and interpreting information 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 classified according to focal issues 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: an ethical approach 19. Managing context to promote ethical practice 20. Communicating change 21. Trust: the essential lubricant for change 22. Motivating others to change 23. Supporting others through change Part 6 - Implementing change and reviewing progress Intro to Part 6 24. Implementing change 25. Reviewing and keeping the change on track Part 7 - Sustaining change Intro to Part 7 26. Making change stick 27. Spreading change Part 8 - Learning Intro to Part 8 28. Change managers learning from their own experience 29. Facilitating collective learning 30. Pulling it all together: a concluding case study References Author index Subject index
PART I: MANAGING CHANGE: A PROCESS PERSPECTIVE.- 1. Process Models of Change.- 2. Leading Change: A Process Perspective.- PART II: RECOGNISING THE NEED FOR CHANGE.- 3. Patterns of 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. Responsible Change Management: An Ethical Approach.- 12. Managing Context to promote ethical practice.- 13. Communicating Change.- 14. Motivating Others to Change.- 15. Supporting Others through Change.- PART V: PLANNING AND PREPARING FOR CHANGE.- 16. Shaping Implementation Strategies.- 17. Developing a Change Plan.- 18. Types of Intervention.- 19. Action Research.- 20. Appreciative Inquiry.- 21. Training and Development.- 22. High Performance Management.- 23. Business Process Re-engineering.- 24. Lean.- 25. Culture Profiling.- 26 Value Innovation.- 27. Selecting Interventions.- PART VI: IMPLEMENTING CHANGE AND REVIEWING PROGRESS.- 28. Implementing Change.- 29. Reviewing and Keeping the Change on Track.- PART VII: SUSTAINING CHANGE.- 30. Making Change Stick.- 31. Spreading Change.- PART VIII: LEARNING.- 32. Change Managers Learning From Their Own Experience.- 33. Facilitating Collective Learning.- 34. 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: a process perspective Part 2 - Recognizing the need for change and starting the change process Intro to Part 2 3. Patterns of change 4. Sources of change 5. Recognizing the need or opportunity for change 6. Using value innovation to proactively identify new opportunities 7. Starting the change Part 3 - Diagnosing what needs to be changed Intro to Part 3 8. Diagnosis 9. Gathering and interpreting information 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 classified according to focal issues 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: an ethical approach 19. Managing context to promote ethical practice 20. Communicating change 21. Trust: the essential lubricant for change 22. Motivating others to change 23. Supporting others through change Part 6 - Implementing change and reviewing progress Intro to Part 6 24. Implementing change 25. Reviewing and keeping the change on track Part 7 - Sustaining change Intro to Part 7 26. Making change stick 27. Spreading change Part 8 - Learning Intro to Part 8 28. Change managers learning from their own experience 29. Facilitating collective learning 30. Pulling it all together: a concluding case study References Author index Subject index
PART I: MANAGING CHANGE: A PROCESS PERSPECTIVE.- 1. Process Models of Change.- 2. Leading Change: A Process Perspective.- PART II: RECOGNISING THE NEED FOR CHANGE.- 3. Patterns of 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. Responsible Change Management: An Ethical Approach.- 12. Managing Context to promote ethical practice.- 13. Communicating Change.- 14. Motivating Others to Change.- 15. Supporting Others through Change.- PART V: PLANNING AND PREPARING FOR CHANGE.- 16. Shaping Implementation Strategies.- 17. Developing a Change Plan.- 18. Types of Intervention.- 19. Action Research.- 20. Appreciative Inquiry.- 21. Training and Development.- 22. High Performance Management.- 23. Business Process Re-engineering.- 24. Lean.- 25. Culture Profiling.- 26 Value Innovation.- 27. Selecting Interventions.- PART VI: IMPLEMENTING CHANGE AND REVIEWING PROGRESS.- 28. Implementing Change.- 29. Reviewing and Keeping the Change on Track.- PART VII: SUSTAINING CHANGE.- 30. Making Change Stick.- 31. Spreading Change.- PART VIII: LEARNING.- 32. Change Managers Learning From Their Own Experience.- 33. Facilitating Collective Learning.- 34. Pulling it All Together: A Concluding Case Study.
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