Managing change/changing managers

Julian Randall

260 pages, parution le 17/05/2004

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Résumé

The topic of change management presents students with many challenges. One of the most challenging is making sense of guru and hero-manager literature, of which there is a plethora.

Managing Change/Changing Managers is an innovative textbook that encourages readers to question rigorously popular management theory, presenting a challenging review of existing literature in the change management field. The author brings together an overarching perspective on the most influential writings in the area, but unlike other textbooks, provides a much-needed critique of the material and its implications for management practice.

Arguing that the majority of management guru literature makes the art of managing change appear simple and foolproof when it is not, this text is refreshingly critical, guiding and enhancing the reader's own criticality. The book also draws the best practice out of the traditional theory, using cases to illuminate the practical side to change management.

Primarily a guide for managers and postgraduates entering the territory of the change management, this invigorating book is essential reading for all those studying or working in the field.

Sommaire

Finding your way in: managing change or changing managers
Thinking about change: stages, process or continuum
Managing systems: open or closed?
Individuals and change: manageable or not?
Cultural transformation: behaviours or perception?
N-step models: practice, performance or preference?
Programmed approaches to organizational change: rhetoric and reality
Project management: facilitation or constraint?
Change agency: managing change or changing managers?

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Caractéristiques techniques

	PAPIER
Éditeur(s)	Routledge
Auteur(s)	Julian Randall
Parution	17/05/2004
Nb. de pages	260
Format	17,5 x 24,5
Couverture	Broché
Poids	550g
Intérieur	Noir et Blanc
EAN13	9780415323123