Managing Change
Enquiry and Action
$66.99 (X)
- Authors:
- Nic Beech, University of St Andrews, Scotland
- Robert MacIntosh, Heriot-Watt University, Edinburgh
- Date Published: August 2012
- availability: Available
- format: Paperback
- isbn: 9780521184854
$
66.99
(X)
Paperback
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The ability to manage change successfully is an essential part of business. It is a skill that is much valued by employers, and it is therefore one of the most commonly delivered courses. This book helps you to understand three key activities for managing change: diagnosing, explaining and enacting. Both practical and action-oriented, it gives students and managers the tools they need to deal with the messy reality of change. It combines theory and diagnostic tools with practical examples that focus on actions and outcomes. It also includes short vignettes and longer cases, from a range of international contexts, for classroom study or for use on distance learning courses. Managing Change is written for advanced undergraduates and graduate students taking modules on change management, strategy and organizations. Its class-tested approach has been successfully delivered in a wide variety of settings, including over fifty executive short courses with FTSE-listed businesses.
Read more- Helps readers to understand the three key activities for managing change: diagnosing, explaining and enacting
- Practice and action-oriented approach with short vignettes and longer case studies
- Written by experienced textbook authors with many years experience of teaching and researching change management
Reviews & endorsements
'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
See more reviews'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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×Product details
- Date Published: August 2012
- format: Paperback
- isbn: 9780521184854
- length: 290 pages
- dimensions: 246 x 174 x 14 mm
- weight: 0.56kg
- contains: 36 b/w illus. 4 tables
- availability: Available
Table of Contents
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.Instructors have used or reviewed this title for the following courses
- People and Organizations
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