Managing Change, 5th edition

By Bernard Burnes
Pearson Education
Distributed by Trans-Atlantic Publications Inc.
December 2009
ISBN: 9780273711742
620 Pages
$127.50 Paper Original


Description

Managing Change examines the concept and practice of change within the context of the history, literature and theories of management. In particular, it links the process of change to the strategic development, management and leadership of organisations.

The reader is encouraged to reflect critically on areas such as post-modernism, realism and complexity theory, and explores in depth the influence of culture, power and politics.

The book is aimed at students of change management, strategy and organisational change as part of undergraduate, MBA and MA programmes.

The following online resources support the text:

Contents

Acknowledgments xii

Introduction   1 - 9

Part One  The rise and fall of the rational organization  1

1  From trial and error to the science of management  2 - 70

 The rise of organisation theory  

 Learning objectives  

 Introduction  

 The rise of commerce and the birth of the factory  

 Organisation theory: the Classical approach  

 Conclusions  

 Test your learning  

 Suggested further reading  

 Case study 1

2  Developments in organisation theory  1- 52

 From certainty to contingency  

 Learning objectives  

 Introduction  

 The Human Relations approach  

 The Contingency Theory approach  

 Conclusions  

 Test your learning  

 Suggested further reading  

 Case study

3  In search of new paradigms  1 - 98

 Learning objectives  

 Introduction  

 The Culture–Excellence approach  

 The Japanese approach to management  

 Organisational learning  

 Conclusions  

 Test your learning  

 Suggested further reading  

 Case study 3

4  Critical perspectives on organisation theory  1 - 43

 Postmodernism, realism and complexity  

 Learning objectives  

 Introduction  

 The postmodern perspective  

 The realist perspective  

 The complexity perspective  

 Conclusions  

 Test your learning  

 Suggested further reading  

 Case study 4

5  Culture, power, politics and choice  1 - 64

 Learning objectives  

 Introduction  

 The cultural perspective  

 The power–politics perspective  

 Managing and changing organisations: bringing back choice  

 Conclusions  

 Test your learning  

 Suggested further reading  

 Case study 5

Part Two  Strategy development and change management: past, present and future  1

6  Approaches to strategy  2 - 53

 Managerial choice and constraints  

 Learning objectives  

 Introduction  

 Understanding strategy: origins, definitions and approaches  

 Understanding strategy: choices and constraints  

 Conclusions  

 Test your learning  

 Suggested further reading  

 Case study 6

7  Applying strategy  1 - 51

 Models, levels and tools  

 Learning objectives  

 Introduction  

 Types of strategies  

 Levels of strategy  

 Strategic planning tools  

 Conclusions  

 Test your learning  

 Suggested further reading  

 Case study 7

8  Approaches to change management  1 - 56

 Learning objectives  

 Introduction  

 Theoretical foundations  

 The Planned approach to organisational change  

 The frequency and magnitude of organisational change  

 Conclusions  

 Test your learning  

 Suggested further reading  

 Case study 8

9  Developments in change management  1 - 58

 The Emergent approach and beyond  

 Learning objectives  

 Introduction  

 The case against the Planned approach to organisational change  

 The Emergent approach to change  

 Emergent change: summary and criticisms  

 Conclusions  

 Test your learning  

 Suggested further reading  

 Case study 9

10  A framework for change  1 - 29

 Approaches and choices  

 Learning objectives  

 Introduction  

 Varieties of change  

 A framework for change  

A framework for employee involvement

 A framework for choice  

 Conclusions  

 Test your learning  

 Suggested further reading  

 Case study 10

Part Three  Managing choice

11  Organisational change and managerial choice  1 - 59

 Learning objectives  

 Introduction  

 The Choice Management–Change Management model  

 Conclusions  

 Test your learning  

 Case study 11

12  Management – roles and responsibilities  1 - 75

 Learning objectives  

 Introduction  

 Globalisation and the challenge of change  

 The manager's role  

 Management and leadership  

 Management and leadership in action  

 Managerial development  

 Management, leadership and change  

 Summary and conclusions  

 Test your learning  

 Suggested further reading  

 Case study 12

 Bibliography  1 - 93

 Glossary  1 - 22

 Index  

Features

Author

Bernard Burnes is Professor of Organisational Change at Manchester Business School, University of Manchester.  


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