Part I. Foundations: 1. Approaches to practising change management; 2. Current perspectives and classic ideas; Part II. Diagnosing: 3. Clarity and ambiguity; 4. Engagement and vitality; 5. Stakeholder positioning and dynamics; 6. Culture, habits and unlearning; Part III. Enacting Change: 7. Changing structure; 8. Identity and change; 9. Choosing customers and competitors; 10. Changing processes; 11. Aligning people and activities; 12. Learning and developing; 13. Change through dialogue; Part IV. Explaining: 14. Developing and interpreting evidence and reflexive learning; 15. Accounting for change; 16. Conclusions; Part V. Extended Cases: Case 1. ABB; Case 2. ITS Canada; Case 3. Island Opera; Case 4. Oticon; Case 5. Admiral Insurance; Case 6. Power Provision; Case 7. Nokia; Case 8. Her Majesty's Revenue and Customs; Case 9. Apple; Index.
A case-rich textbook that gives students and managers the tools they need to deal with the messy reality of change.
Nic Beech is Dean of the Faculty of Arts and Professor of Management at the University of St Andrews, Vice Chair of the British Academy of Management and Lead Fellow of the UK Advanced Institute of Management. He has undertaken significant projects funded by the ESRC, EU and industry partners and his five previous books include Human Resource Management: A Concise Analysis (with E. McKenna, 2008) and Managing Creativity (with B. Townley, Cambridge, 2010). He presents regularly to professional and business executives and teaches at undergraduate and graduate levels. Robert MacIntosh is Chair in Strategic Management at the University of Glasgow Business School. He has worked with a range of FTSE-listed businesses, large public organizations and many small to medium sized firms. In recent years, he has co-chaired the Action Research SWG of the European Group for Organization Studies, been a member of Council for the British Academy of Management and has been appointed as a visiting professor at Edinburgh Business School. Originally trained as an engineer, he has over twenty years experience of teaching and researching change management.
'This is a fresh and exciting look at the theory and practice of
managing organizational change. Beech and MacIntosh's enquiry and
action approach provides a framework that incorporates both well
established and newer thinking and practices used in change
management and organization development. The well written mix of
theory, practical application, and cases makes the book an
excellent choice for practising managers, consultants, and
students. An outstanding contribution that could change how you
think about and approach organizational change.' Robert J. Marshak,
American University
'In these turbulent and uncertain times everyone and every
organisation has to manage change. In this wide ranging and thought
provoking book Nic Beech and Robert MacIntosh provide valuable
insight and guidance into the practice of change. A great read,
which I wholeheartedly recommend.' Andy Neely, University of
Cambridge
'This book combines conceptual sophistication with a strong concern
for practice - an unusual achievement, in my view. Noting that
organizing is always unfinished, that organizations are always in
process, and that change is ever present and ambiguous, Beech and
MacIntosh make a persuasive case for complex ways of managing
complex organizational change. As well as writing about the
inescapable politics of change and the difficulties of changing
culture and habits, they usefully highlight the importance of
language and dialogue for engaging people, handling differences,
and enacting change. A sophisticated book illuminating enquiry for
effective action.' Haridimos Tsoukas, University of Warwick and
Columbia Ship Management Professor of Strategic Management,
University of Cyprus
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