Managing Change / Changing Managers

by Randall,Julian

• ISBN13: 9780415323116
• ISBN10: 0415323118
• eBook ISBN(s): 9781134350803
• Edition: 1st
• Format: Hardcover
• Copyright: 2004-09-01
• Publisher: Routledge
• More Book Details

Summary

Primarily a guide for managers and post-graduates entering the territory of the Management of Change, this book presents the reader with a thorough and challenging review of this fascinating subject. It boldly brings together material from popular management texts to address the theory and practical implications raised by these themes. By reviewing and challenging the current literature, the book encourages students to question and investigate popular thinking, helping them to enhance their criticality. The book draws the best practice out of the traditional theory, and includes typical exam questions, the best article and book references and offers a highly comprehensive textbook invaluable for all management students.

Author Biography

Julian Randall is Director of Programmes at the Centre for Business Education, St. Andrews University.

Table of Contents

List of figures	ix
List of tables	x
List of boxes	xi
Acknowledgements	xii
Introduction	1	(246)
1 Finding your way in: managing change or changing managers	3	(24)
Introduction	3	(2)
Managing change	5	(1)
Examining different contributions	6	(1)
Different voices in the management of change	7	(1)
Textbooks	8	(2)
Learned articles and periodicals	10	(2)
Theoretical assumptions underpinning management and change	12	(1)
The subjective-objective dimension	13	(2)
Order and conflict	15	(2)
The context of change literature	17	(1)
A historical perspective on the management of change	17	(1)
The managerial paradigm	18	(1)
Interventional approaches	19	(1)
The excellence literature and human resource management	20	(1)
The radical shift towards interpretation	21	(1)
Underlying theoretical debates	21	(1)
Addressing significant questions	22	(1)
Discussion questions	23	(1)
References and further reading	24	(3)
2 Thinking about change: stages, process or continuum	27	(26)
Introduction	27	(1)
Different types of change	28	(4)
Theoretical underpinnings of change	32	(3)
Planned interventions and the management of change	35	(2)
The enduring problem of resistance	37	(3)
Emergent change and the management of change	40	(3)
Emergent change and changing managers	43	(4)
Discussion questions	47	(2)
References and further reading	49	(4)
3 Managing systems: open or closed?	53	(26)
Introduction	53	(3)
Organization as system	56	(3)
The systems thinking approach	59	(1)
Managing resistance to change	60	(2)
Resisting management and change	62	(2)
Summary issues arising	64	(3)
Practical examples	67	(7)
Discussion questions	74	(2)
References and further reading	76	(3)
4 Individuals and change: manageable or not?	79	(26)
Introduction	79	(8)
Individual learning: theory and practice	87	(1)
Schemas, frames and scripts	88	(4)
Motivational theory	92	(2)
Individual learning theory and change	94	(1)
Basic assumptions and enforced change	95	(1)
Basic assumption and reframing	96	(2)
Same song or new tune?	98	(2)
Discussion questions	100	(2)
References and further reading	102	(3)
5 Cultural transformation: behaviours or perception?	105	(28)
Introduction	105	(10)
Culture as an operational construct	115	(1)
Culture and Human Resource Management	116	(1)
The formation of cultures	117	(2)
National cultural typing	119	(2)
Cultural transformation	121	(2)
Culture as a metaphor and metaphors for culture	123	(1)
Managing cultural transformation	124	(2)
Emergent approaches to cultural change	126	(1)
Discussion questions	127	(1)
References and further reading	128	(5)
6 N-step models: practice, performance or preference?	133	(24)
Introduction	133	(3)
The stepped change approach	136	(9)
Theoretical underpinnings of n-step approaches	145	(1)
Phase analysis and organizational development	146	(3)
Benefits of the phase model	149	(1)
Upbeat or downbeat?	150	(3)
Discussion questions	153	(2)
References and further reading	155	(2)
7 Programmed approaches to organizational change: rhetoric and reality	157	(28)
Introduction	157	(1)
The rhetoric of radical programmed change	158	(7)
The rhetoric of quality programmed change	165	(3)
TQM and underpinning theory	168	(3)
The content of TQM	171	(2)
Steps in the TQM process	173	(1)
Questions arising for TQM practitioners	174	(1)
Management competencies and TQM	175	(1)
Business Process Re-engineering revisited	176	(1)
Emerging evidence of unease	177	(2)
Postscript on New Public Management	179	(1)
Summary	180	(1)
Discussion questions	181	(1)
References and further reading	182	(3)
8 Project management: facilitation or constraint?	185	(34)
Introduction	185	(1)
What is a project and how is it managed?	186	(2)
Some examples to work on	188	(2)
Trying it out	190	(3)
Management by objectives	193	(3)
A broader view of project	196	(4)
Ways in for the change agent	200	(1)
Facilitating discussion	201	(2)
Implementing change programmes	203	(3)
Action research and action learning	206	(1)
Evaluating change	207	(4)
Emergent change strategies	211	(1)
Evaluating training interventions	212	(1)
Discussion questions	212	(1)
Points to examine	213	(1)
References and further reading	214	(5)
9 Change agency: managing change or changing managers?	219	(28)
Introduction	219	(4)
Summary	223	(2)
Leadership and management	225	(1)
The management and leadership connection	226	(1)
Different roles of change agents	226	(1)
What change agents need	227	(2)
So, how many change agents are needed?	229	(1)
The use of experts as change agents	230	(2)
Context of change agency	232	(1)
Managing the culture	233	(2)
Stages involving change agents	235	(1)
Critical change situations	235	(2)
Gaining and making alliances	237	(1)
Process consultation	238	(2)
Return to leadership	240	(1)
What the good leader does	240	(2)
Discussion questions	242	(1)
References and further reading	243	(4)
10 Conclusions	247	(6)
Introduction	247	(1)
Rethinking organizational change	248	(1)
The deeper theoretical debate	249	(2)
The way ahead	251	(1)
References and further reading	252	(1)
Index	253