Organizational Change 6th Edition by Barbara Senior, ISBN-13: 978-1292243436
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Description
Description
Organizational Change 6th Edition by Barbara Senior, ISBN-13: 978-1292243436
[PDF eBook eTextbook]
- Publisher: Pearson (March 1, 2020)
- Language: English
- 454pages
- ISBN-10: 1292243430
- ISBN-13: 978-1292243436
For MBA and final year undergraduate students, as well as those studying specialist courses in Organizational Development and Change.
Explore and resolve complex organizational change issues by applying theories into practice.
Organizational Change, 6th Edition by Senior, Swailes and Carnall reflects a rapidly evolving world and explores ‘how change has changed’. The book is structured into three parts. The first part considers the causes and nature of change. Part two opens up the organization to expand on issues of structuring for change, the cultural and political contexts for change and how to lead change. Part three moves firmly into addressing the more practical considerations of designing, planning and implementing change.
Table of Contents:
Half Title Page
Title Page
Copyright Page
Contents
List of illustrations, figures and tables
About this book
About the authors
Acknowledgements
Publisher’s acknowledgements
Part One THE CONTEXT AND MEANING OF CHANGE
1 Organizations and their changing environments
Learning objectives
A view of organizations
The historical context for change
An uncertain future
Environmental triggers of change
Organizational responses to change
Conclusions
Discussion questions and assignments
Case example: Strategic change at Nokia
Indicative resources
Useful websites
References
2 The nature of organizational change
Learning objectives
Types of change
Models of change
The pace and scope of change
Predictable change
Complexity theory
Diagnosing change situations
How change has changed
Engagement, a role for leadership in change
Conclusions
Discussion questions and assignments
Case example: Professional service firms
Indicative resource
Useful websites
References
Part Two CHANGING ORGANIZATIONS
3 Organizational design, structure and change
Learning objectives
The meaning of organization structure
The dimensions of structure
Structural types
Structuration theory, actor networks and institutional theory
Influences on structure
Organizational structure and change
Case example: Strategic change, technology and policing
Conclusions
Discussion questions and assignments
Case example: Suits you Sir….
Indicative resources
Useful website
References
4 Culture and change
Learning objectives
The informal organization
The meaning of culture
The ingredients of culture
Objectivist and interpretive views of culture
Organizational culture types
The influence of national culture
Organizational culture and change
Cultural change to effect organizational change
Conclusions
Discussion questions and assignments
Case example: The Civil Service
Indicative resources
Useful websites
References
5 Power, politics and change
Learning objectives
Organizational politics
Power in organizations
The politics of powerlessness
Politics, power and conflict
Conflict in organizations
Power, conflict and change
Conclusions
Discussion questions and assignments
Case example: Qatar 2022
Indicative resources
Useful websites
References
6 Leadership styles and leading change
Learning objectives
Leadership defined
Management versus leadership
How leadership models have changed
Critical approaches to leadership
Leadership and change
Leading through change
A model of change leadership
Conclusions
Discussion questions and assignments
Case example: Leadership: collective failure across several agencies
Indicative resource
Useful websites
References
Part Three STRATEGIES FOR MANAGING CHANGE
7 Hard systems models of change
Learning objectives
Situations of change
Systematic approaches to change
The hard systems model of change
Using the hard systems model of change
Further uses for the hard systems model of change
Change architecture
Conclusions
Discussion questions and assignments
Case example: The role of integrated care in the design of health systems
Indicative resources
Useful websites
References
8 Soft systems models for change
Learning objectives
Managing change in situations of soft complexity
Organizational development – philosophy and underlying assumptions
The OD process
OD – an action research-based model of change
An assessment of the OD model for change
Conclusions
Discussion questions and assignments
Case example: Implementing a new patient information system at a major teaching hospital trust
Indicative resources
Useful websites
References
9 Future directions and challenges
Learning objectives
Introduction
Current and future business environments
Challenges for future research on change
Conclusions
Discussion questions and assignments
Indicative resources
Useful websites
References
Author index
Subject index
Back Cover
Barbara Senior is a Chartered Occupational Psychologist who has published a number of books, articles and conference papers based on her research and activities. She is Principal of the Highfield Consultancy, which researches and offers consultancy services in the areas of organizational psychology and change.
Stephen Swailes is Professor of Human Resource Management at the University of Huddersfield.
Colin Carnall has designed and lead corporate and leadership development programmes, focused to deliver major strategic changes over many years. He had held positions at Henley, Cass and as a company Director.
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