Organizational Change.

This very successful textbook explores change and how it relates to the complexities of organizational life, and puts an emphasis on applying the theory to practice. Now significantly updated and in its 5th edition, Organizational Change reflects a rapidly changing world and considers ‘how change has changed'. The book is structured in 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. Ideal for both MBA students and those studying specialist courses in Organizational Development and Change, the clear structure and content of this text also make it accessible to final year undergraduate students. Key features Offers comprehensive coverage of the significant ideas and issues associated with change at all levels of organizational activity, from the strategic to the operational, and at the individual, group, organizational and societal levels. Takes a conceptual and analytical approach to the way that theory and research relate to organizations, and how change is explored. Includes practical elements and worked examples of different approaches to ‘doing'change. Provides illustrations of practical change situations in each chapter. Invites readers to undertake challenging activities to encourage the application of ideas and learning from the text to personal experience. Provides end-of-chapter cases, additional reading and suggested websites for readers wishing to pursue ideas and issues further.New to this edition Significantly updated chapters in terms of content, illustrations and recent theory and research. Since the last edition, the final chapter has been specifically updated to reflect the changing social, demographic, technological and economic contexts for the future of organizations and work. New material on complexity theory, strategic change, actor-networks, institutional theory and leadership. An exploration of how ‘change has changed'in recent years, plus content on organizations of the future and challenges for future research. 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. Cover 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 Predictable change Complexity theory Diagnosing change situations How change has changed Conclusions Discussion questions and assignments Case example: Professional service firms Indicative resources 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 Conclusions Discussion questions and assignments Case example: Suits you Sir.... Indicative resources Useful websites 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 Conclusions Discussion questions and assignments Case example: Leadership: collective failure across several agencies Indicative resources 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 Conclusions Discussion questions and assignments 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

This very successful textbook explores change and how it relates to the complexities of organizational life, and puts an emphasis on applying the theory to practice. Now significantly updated and in its 5th edition, Organizational Change reflects a rapidly changing world and considers ‘how change has changed’.

The book is structured in 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.

Ideal for both MBA students and those studying specialist courses in Organizational Development and Change, the clear structure and content of this text also make it accessible to final year undergraduate students.

Key features

• Offers comprehensive coverage of the significant ideas and issues associated with change at all levels of organizational activity, from the strategic to the operational, and at the individual, group, organizational and societal levels.
• 
  Takes a conceptual and analytical approach to the way that theory and research relate to organizations, and how change is explored.
• 
  Includes practical elements and worked examples of different approaches to ‘doing’ change.
• 
  Provides illustrations of practical change situations in each chapter.
• 
  Invites readers to undertake challenging activities to encourage the application of ideas and learning from the text to personal experience.
• 
  Provides end-of-chapter cases, additional reading and suggested websites for readers wishing to pursue ideas and issues further.

New to this edition

• Significantly updated chapters in terms of content, illustrations and recent theory and research.
• Since the last edition, the final chapter has been specifically updated to reflect the changing social, demographic, technological and economic contexts for the future of organizations and work.
• New material on complexity theory, strategic change, actor-networks, institutional theory and leadership.
• An exploration of how ‘change has changed’ in recent years, plus content on organizations of the future and challenges for future research.

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.

This very successful textbook explores change and how it relates to the complexities of organizational life, and puts an emphasis on applying the theory to practice. Now significantly updated and in its 5th edition, Organizational Change reflects a rapidly changing world and considers 'how change has changed'. & nbsp; The book is structured in 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. & nbsp; Ideal for both MBA students and those studying specialist courses in Organizational Development and Change, the clear structure and content of this text also make it accessible to final year undergraduate students. & nbsp; Key features Offers comprehensive coverage of the significant ideas and issues associated with change at all levels of organizational activity, from the strategic to the operational, and at the individual, group, organizational and societal levels. Takes a conceptual and analytical approach to the way that theory and research relate to organizations, and how change is explored. Includes practical elements and worked examples of different approaches to 'doing' change. Provides illustrations of practical change situations in each chapter. Invites readers to undertake challenging activities to encourage the application of ideas and learning from the text to personal experience. Provides end-of-chapter cases, additional reading and suggested websites for readers wishing to pursue ideas and issues further. New to this edition Significantly updated chapters in terms of content, illustrations and recent theory and This very successful textbook explores change and how it relates to the complexities of organisational life, and puts an emphasis on applying the theory to practice. Now significantly updated and in its 5th edition, Organizational Change reflects a rapidly changing world and considers ‘how change has changed’. The book is structured in three parts. The first part considers the causes and nature of change. Part two opens up the organisation 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. The full text downloaded to your computer With eBooks you can: search for key concepts, words and phrases make highlights and notes as you study share your notes with friends eBooks are downloaded to your computer and accessible either offline through the Bookshelf (available as a free download), available online and also via the iPad and Android apps. Upon purchase, you'll gain instant access to this eBook. Time limit The eBooks products do not have an expiry date. You will continue to access your digital ebook products whilst you have your Bookshelf installed. 'Organizational Change' reflects a rapidly changing world. The book is structured in three parts. Part one considers the causes and nature of change, part two looks at the cultural and political contexts, while part three addresses the more practical considerations of designing, planning and implementing change