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Managing Change
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Managing Organizational Change, by Palmer/Dunford/Akin, provides managers with an awareness of the issues involved in managing change, moving them beyond "one-best way" approaches and providing them with access to multiple perspectives that they can draw upon in order to enhance their success in producing organizational change. These multiple perspectives provide a theme for the text as well as a framework for the way each chapter outlines different options open to managers in helping them to identify, in a reflective way, the actions and choices open to them. The authors favor using multiple ...
Managing Organizational Change, by Palmer/Dunford/Akin, provides managers with an awareness of the issues involved in managing change, moving them beyond "one-best way" approaches and providing them with access to multiple perspectives that they can draw upon in order to enhance their success in producing organizational change. These multiple perspectives provide a theme for the text as well as a framework for the way each chapter outlines different options open to managers in helping them to identify, in a reflective way, the actions and choices open to them. The authors favor using multiple perspectives to ensure that change managers are not trapped by a "one-best way" of approaching change which limits their options for action. Changing organizations is as messy as it is exhilarating, as frustrating as it is satisfying, as muddling-through and creative a process as it is a rational one. This book recognizes these tensions for those involved in managing organizational change. Rather than pretend that they do not exist it confronts them head on, identifying why they are there, how they can be managed and the limits they create for what the manager of organizational change can achieve.
Table of contents:
Chapter 1 Introduction: Stories of Change Chapter 2 Images of Managing Change Chapter 3 Why Organizations Change Chapter 4 What Changes in Organizations Chapter 5 Diagnosis for Change Chapter 6 Resistance to Change Chapter 7 Implementing Change: Organization Development, Appreciative Inquiry and Sensemaking Approaches Chapter 8 Implementing Change: Change Management, Contingency and Processual Approaches Chapter 9 Linking Vision and Change Chapter 10 Strategies for Communicating Change Chapter 11 Skills for Communicating Change Chapter 12 Consolidating Change
Table of contents:
Chapter 1 Introduction: Stories of Change Chapter 2 Images of Managing Change Chapter 3 Why Organizations Change Chapter 4 What Changes in Organizations Chapter 5 Diagnosis for Change Chapter 6 Resistance to Change Chapter 7 Implementing Change: Organization Development, Appreciative Inquiry and Sensemaking Approaches Chapter 8 Implementing Change: Change Management, Contingency and Processual Approaches Chapter 9 Linking Vision and Change Chapter 10 Strategies for Communicating Change Chapter 11 Skills for Communicating Change Chapter 12 Consolidating Change