Cover......Page 1
Title Page......Page 4
Copyright Page......Page 5
Contents......Page 6
List of illustrations, figures and tables......Page 10
About this book......Page 15
About the authors......Page 18
Publisherโs acknowledgements......Page 19
Part One THE CONTEXT AND MEANING OF CHANGE......Page 24
Learning objectives......Page 26
A view of organizations......Page 27
The historical context for change......Page 30
An uncertain future......Page 32
Environmental triggers of change......Page 34
Organizational responses to change......Page 45
Conclusions......Page 48
Discussion questions and assignments......Page 49
Case example: Strategic change at Nokia......Page 50
Indicative resources......Page 51
References......Page 52
Learning objectives......Page 54
Types of change......Page 55
Predictable change......Page 66
Complexity theory......Page 68
Diagnosing change situations......Page 75
How change has changed......Page 83
Conclusions......Page 84
Case example: Professional service firms......Page 85
Useful websites......Page 86
References......Page 87
Part Two CHANGING ORGANIZATIONS......Page 90
Learning objectives......Page 92
The dimensions of structure......Page 93
Structural types......Page 94
Structuration theory, actor-networks andย institutionalย theory......Page 111
Influences on structure......Page 121
Organizational structure and change......Page 131
Conclusions......Page 135
Case example: Suits you Sirโฆ.......Page 136
References......Page 137
Learning objectives......Page 142
The informal organization......Page 143
The meaning of culture......Page 144
The ingredients of culture......Page 146
Objectivist and interpretive views of culture......Page 148
Organizational culture types......Page 155
The influence of national culture......Page 159
Organizational culture and change......Page 170
Cultural change to effect organizational change......Page 173
Discussion questions and assignments......Page 179
Case example: The Civil Service......Page 180
References......Page 181
Learning objectives......Page 186
Organizational politics......Page 187
Power in organizations......Page 188
The politics of powerlessness......Page 198
Politics, power and conflict......Page 208
Conflict in organizations......Page 210
Power, conflict and change......Page 217
Conclusions......Page 227
Case example โ Qatar 2022......Page 228
References......Page 230
Learning objectives......Page 234
Leadership defined......Page 235
How leadership models have changed......Page 236
Critical approaches to leadership......Page 263
Leadership and change......Page 268
Discussion questions and assignments......Page 278
Case example: Leadership: collective failure across severalย agencies......Page 279
Useful websites......Page 280
References......Page 281
Part Three STRATEGIES FOR MANAGING CHANGE......Page 286
Learning objectives......Page 288
Situations of change......Page 289
Systematic approaches to change......Page 290
The hard systems model of change......Page 291
Using the hard systems model of change......Page 299
Further uses for the hard systems model of change......Page 308
Discussion questions and assignments......Page 311
Useful websites......Page 312
References......Page 313
Learning objectives......Page 314
Managing change in situations of soft complexity......Page 315
Organizational development โ philosophy and underlying assumptions......Page 318
The OD process......Page 325
OD โ an action research-based model of change......Page 328
An assessment of the OD model for change......Page 356
Discussion questions and assignments......Page 361
Case example: Implementing a new patient information system at a major teaching hospital trust......Page 362
Indicative resources......Page 363
References......Page 364
Learning objectives......Page 368
Current and future business environments......Page 369
Challenges for future research on change......Page 393
Conclusions......Page 396
Indicative resources......Page 397
References......Page 398
Author index......Page 400
Subject index......Page 408