Change Management
A critical perspective

Description

In recent years change has come to the forefront of management thinking because it is seen as an integral part of how companies survive and grow in competitive markets. How and why change occurs and how this process can be managed effectively is a complex subject area. This text seeks to offer a critical perspective that challenges all the main assumptions whilst ensuring that the complexity of the subject remains clear, and the key concepts are accessible. It is designed to cover all the key elements of change, looking not just at an organisational and team level but also at the individual. It includes a range of pedagogical features including case studies, examples, chapter objectives, exercises, chapter conclusions and further reading suggestions, designed to make this traditionally complex area more student-friendly.

Contents

Introduction History and Change Management Classifying Change Causes and Contexts of Change Strategic Change Changing Organisational Forms Cultural Change Technological Change Individual and Organisational Change Resistance to Change Group and Team Based Change Leading Change Communicating Change Control and Change Learning and Change Conclusions References

About the authors

Mark Hughes
Mark is a Senior Lecturer in Organisational Behaviour in Brighton Business School, at the University of Brighton. He teaches change management on a range of postgraduate and professional programmes and is a former course leader of the MA Change Management. Mark also works with large public service organisations facilitating change.