Overview

John Hayes's bestselling textbook equips students with all the skills they will need as future managers to successfully diagnose the need for and implement change. It offers unrivalled breadth, covering all of the key theories, tools and techniques on organisational change. The book is underpinned by a theoretical framework based on a process model of change, which views change as a flexible, yet controlled sequence of events. Offering a strong practical orientation, the book is supported by a comprehensive selection of real-world examples and case studies, as well as `Change Tools' that invite students to apply theories to real change scenarios. The book is ideal for final-year business undergraduates as well as MBA and postgraduate students who are taking modules in change management or organisational change. It is also well used by change practitioners and consultants.

Full Product Details

Author:   John Hayes
Publisher:   Palgrave Macmillan
Imprint:   Palgrave
Edition:   4th ed. 2014
Dimensions:   Width: 18.90cm , Height: 2.80cm , Length: 24.60cm
Weight:   1.056kg
ISBN:  

9781137275349

ISBN 10:   1137275340
Pages:   548
Publication Date:   12 March 2014
Audience:   College/higher education ,  Tertiary & Higher Education
Replaced By:   9781352001235
Format:   Paperback
Publisher's Status:   Active
Availability:   In stock  
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Table of Contents

PART I: MANAGING CHANGE: A PROCESS PERSPECTIVE.- 1. Process Models of Change.- 2. Leading Change: A Process Perspective.- 3. Patterns of Change.- PART II: RECOGNISING THE NEED FOR CHANGE.- 4. Recognising the Need or Opportunity for Change.- 5. Starting the Change.- 6. Building Change Relationships.- PART III: DIAGNOSING WHAT NEEDS TO BE CHANGED.- 7. Diagnosis.- 8. Gathering and Interpreting Information.- PART IV: LEADING AND MANAGING THE PEOPLE ISSUES.- 9. The Role of Leadership in Change Management.- 10. Power, Politics and Stakeholder Management.- 11. Communicating Change.- 12. Motivating Others to Change.- 13. Supporting Others through Change.- PART V: PLANNING.- 14. Shaping Implementation Strategies.- 15. Developing a Change Plan.- 16. Types of Intervention.- 17. Action Research.- 18. Appreciative Inquiry.- 19. Training and Development.- 20. High Performance Development.- 21. Business Process Reengineering.- 22. Lean.- 23. Culture Profiling.- 24. Selecting Interventions.- PART VI: IMPLEMENTING CHANGE AND REVIEWING PROGRESS.- 25. Implementing Change.- 26. Reviewing and Keeping the Change on Track.- PART VII: SUSTAINING CHANGE.- 27. Making Change Stick.- 28. Spreading Change.- PART VIII: LEARNING.- 29. Individual and Collective Learning.- 30. Pulling it All Together: A Case Study.

Reviews

This is a comprehensive and well-written text offering a strong balance of theory and practice, and the case studies really bring concepts to life. I would strongly recommend this book on my course. -Venkataraman Nilakant, University of Canterbury, New Zealand A pragmatic, thorough and systematic guide to managing change replete with tools and examples. The central framework traces a fundamental journey of steps in an intuitive, comprehensive way. - Tom Calvard, University of Edinburgh, UK The real world of organizational change management comes very much alive given the current treatment by the author. - Andrew Chan, City University, Hong Kong Organisational change and change management are large complex areas of study. This book does a great job in distilling a lot of data, research and material into a logical process that students can get to grips with. The new chapter one is fantastic and the focus on process models at this stage will really help students begin to think about how 'change' is conceptualised. - Dr Joanne Murphy, Queen's University Belfast, UK The fourth edition represents in my view a major overhaul to the text, which is now much improved in terms of accessibility and the new structure represents a more fluid and progressive approach to the change process. This book represents an impressive contribution to the body of knowledge on change management. - Allan Ramdhony, Edinburgh Napier University, UK

Author Information

John Hayes is Emeritus Professor of Change Management at Leeds University Business School, UK. John also helps to facilitate change in complex organizational settings and has worked for companies such as BP, Nestle, National Australia Group and the US Army.

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