Managing change : a strategic approach to organisational dynamics
Burnes, Bernard
Managing change : a strategic approach to organisational dynamics created by Bernard Burnes - Fourth - London Prentice Hall 2004 - 623 pages
Includes index
Acknowledgments xiiIntroduction 1 - 9Part One The rise and fall of the rational organization 11 From trial and error to the science of management 2 - 70 The rise of organisation theory Learning objectives Introduction The rise of commerce and the birth of the factory Organisation theory: the Classical approach Conclusions Test your learning Suggested further reading Case study 12 Developments in organisation theory 1- 52 From certainty to contingency Learning objectives Introduction The Human Relations approach The Contingency Theory approach Conclusions Test your learning Suggested further reading Case study 3 In search of new paradigms 1 - 98 Learning objectives Introduction The Culture Excellence approach The Japanese approach to management Organisational learning Conclusions Test your learning Suggested further reading Case study 34 Critical perspectives on organisation theory 1 - 43 Postmodernism, realism and complexity Learning objectives Introduction The postmodern perspective The realist perspective The complexity perspective Conclusions Test your learning Suggested further reading Case study 45 Culture, power, politics and choice 1 - 64 Learning objectives Introduction The cultural perspective The power politics perspective Managing and changing organisations: bringing back choice Conclusions Test your learning Suggested further reading Case study 5Part Two Strategy development and change management: past, present and future 16 Approaches to strategy 2 - 53 Managerial choice and constraints Learning objectives Introduction Understanding strategy: origins, definitions and approaches Understanding strategy: choices and constraints Conclusions Test your learning Suggested further reading Case study 67 Applying strategy 1 - 51 Models, levels and tools Learning objectives Introduction Types of strategies Levels of strategy Strategic planning tools Conclusions Test your learning Suggested further reading Case study 78 Approaches to change management 1 - 56 Learning objectives Introduction Theoretical foundations The Planned approach to organisational change The frequency and magnitude of organisational change Conclusions Test your learning Suggested further reading Case study 89 Developments in change management 1 - 58 The Emergent approach and beyond Learning objectives Introduction The case against the Planned approach to organisational change The Emergent approach to change Emergent change: summary and criticisms Conclusions Test your learning Suggested further reading Case study 910 A framework for change 1 - 29 Approaches and choices Learning objectives Introduction Varieties of change A framework for change A framework for employee involvement A framework for choice Conclusions Test your learning Suggested further reading Case study 10Part Three Managing choice11 Organisational change and managerial choice 1 - 59 Learning objectives Introduction The Choice Management Change Management model Conclusions Test your learning Case study 1112 Management roles and responsibilities 1 - 75 Learning objectives Introduction Globalisation and the challenge of change The manager's role Management and leadership Management and leadership in action Managerial development Management, leadership and change Summary and conclusions Test your learning Suggested further reading Case study 12 Bibliography 1 - 93 Glossary 1 - 22 Index
0273683360 9780273711742
Organisational change management
Managing change : a strategic approach to organisational dynamics created by Bernard Burnes - Fourth - London Prentice Hall 2004 - 623 pages
Includes index
Acknowledgments xiiIntroduction 1 - 9Part One The rise and fall of the rational organization 11 From trial and error to the science of management 2 - 70 The rise of organisation theory Learning objectives Introduction The rise of commerce and the birth of the factory Organisation theory: the Classical approach Conclusions Test your learning Suggested further reading Case study 12 Developments in organisation theory 1- 52 From certainty to contingency Learning objectives Introduction The Human Relations approach The Contingency Theory approach Conclusions Test your learning Suggested further reading Case study 3 In search of new paradigms 1 - 98 Learning objectives Introduction The Culture Excellence approach The Japanese approach to management Organisational learning Conclusions Test your learning Suggested further reading Case study 34 Critical perspectives on organisation theory 1 - 43 Postmodernism, realism and complexity Learning objectives Introduction The postmodern perspective The realist perspective The complexity perspective Conclusions Test your learning Suggested further reading Case study 45 Culture, power, politics and choice 1 - 64 Learning objectives Introduction The cultural perspective The power politics perspective Managing and changing organisations: bringing back choice Conclusions Test your learning Suggested further reading Case study 5Part Two Strategy development and change management: past, present and future 16 Approaches to strategy 2 - 53 Managerial choice and constraints Learning objectives Introduction Understanding strategy: origins, definitions and approaches Understanding strategy: choices and constraints Conclusions Test your learning Suggested further reading Case study 67 Applying strategy 1 - 51 Models, levels and tools Learning objectives Introduction Types of strategies Levels of strategy Strategic planning tools Conclusions Test your learning Suggested further reading Case study 78 Approaches to change management 1 - 56 Learning objectives Introduction Theoretical foundations The Planned approach to organisational change The frequency and magnitude of organisational change Conclusions Test your learning Suggested further reading Case study 89 Developments in change management 1 - 58 The Emergent approach and beyond Learning objectives Introduction The case against the Planned approach to organisational change The Emergent approach to change Emergent change: summary and criticisms Conclusions Test your learning Suggested further reading Case study 910 A framework for change 1 - 29 Approaches and choices Learning objectives Introduction Varieties of change A framework for change A framework for employee involvement A framework for choice Conclusions Test your learning Suggested further reading Case study 10Part Three Managing choice11 Organisational change and managerial choice 1 - 59 Learning objectives Introduction The Choice Management Change Management model Conclusions Test your learning Case study 1112 Management roles and responsibilities 1 - 75 Learning objectives Introduction Globalisation and the challenge of change The manager's role Management and leadership Management and leadership in action Managerial development Management, leadership and change Summary and conclusions Test your learning Suggested further reading Case study 12 Bibliography 1 - 93 Glossary 1 - 22 Index
0273683360 9780273711742
Organisational change management