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OverviewThe literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical ‘relational’ approach towards Change Management. What would a book on Change Management look like that takes resistance seriously? This book attempts precisely this by exploring how resistance is as much a part of change as the strategies of those that seek to enact it. The findings are drawn from a qualitative study of organizational transformation in a Local Government Authority in the UK. Its detailed empirical insights enable readers to explore organizational change from many different perspectives considering issues such as the strategic use of metaphor and counter-metaphors; management and employee resistance; organizational politics and cynicism. It will be of interest to researchers, academics, and students interested in change management, organizational studies, human resource management, and critical management studies. Full Product DetailsAuthor: Darren McCabe (Lancaster University, UK)Publisher: Taylor & Francis Ltd Imprint: Routledge Weight: 0.312kg ISBN: 9781032175935ISBN 10: 1032175931 Pages: 228 Publication Date: 30 September 2021 Audience: College/higher education , Tertiary & Higher Education Format: Paperback Publisher's Status: Active Availability: In Print This item will be ordered in for you from one of our suppliers. Upon receipt, we will promptly dispatch it out to you. For in store availability, please contact us. Table of ContentsPreface Chapter One: Introduction Chapter Two: The Landscape of Change Management Chapter Three: Towards A Critical ‘Relational’ Perspective on Change Management Chapter Four: The Contextual Landscape Chapter Five: Metaphors-As-Power Chapter Six: Management Resistance Chapter Seven: Resistance: From Negative To Positive/Productive? Chapter Eight: Cynicism In Service Chapter Nine: Making Organizational Politics Political Chapter Ten: Conclusion References IndexReviewsAuthor InformationDarren McCabe is Professor of Organization Studies at Lancaster University Management School, UK. He is the author of Power at Work: How Employees Reproduce the Corporate Machine which was published by Routledge, 2007. Tab Content 6Author Website:Countries AvailableAll regions |