The Theory and Practice of Change Management

Why are some organizations, such as Google, Toyota and Xerox, so successful, while others seem destined to fail? The answer lies in how they manage change. New technology and regulations, blurred organizational boundaries, and an increasingly globalized workforce present opportunities and threats that managers must address if organizations are to survive and prosper.

John Hayes’ best-selling textbook provides you with the skills you will need as a future manager or leader to identify the necessity for change and ensure its successful implementation. Its hands-on approach includes a number of ‘change tools’ that you can apply to various change scenarios, exercises which invite you to reflect on your experience of change in everyday life, and a host of case studies and examples based on real-life organizations worldwide. These practical features are underpinned by a theoretical framework presenting change as a flexible yet controlled sequence of activities.

The fourth edition offers:

– Two new chapters on process models of change and implementing change
– A revised structure based on an updated theoretical framework focusing more on planning for change, individual and collective learning, leading and managing people issues
– Brand new Managing change in practice features which link videos of experienced change practitioners discussing key topics to questions and exercises in the book
– More international case studies and examples than ever.

Table of Contents

PART I: MANAGING CHANGE: A PROCESS PERSPECTIVE
1. Process Models of Change
2. Leading Change: A Process Perspective
3. Patterns of Change

PART II: RECOGNISING THE NEED FOR CHANGE
4. Recognising the Need or Opportunity for Change
5. Starting the Change
6. Building Change Relationships

PART III: DIAGNOSING WHAT NEEDS TO BE CHANGED
7. Diagnosis
8. Gathering and Interpreting Information

PART IV: LEADING AND MANAGING THE PEOPLE ISSUES
9. The Role of Leadership in Change Management
10. Power, Politics and Stakeholder Management
11. Communicating Change
12. Motivating Others to Change
13. Supporting Others through Change

PART V: PLANNING
14. Shaping Implementation Strategies
15. Developing a Change Plan
16. Types of Intervention
17. Action Research
18. Appreciative Inquiry
19. Training and Development
20. High Performance Development
21. Business Process Reengineering
22. Lean
23. Culture Profiling
24. Selecting Interventions

PART VI: IMPLEMENTING CHANGE AND REVIEWING PROGRESS
25. Implementing Change
26. Reviewing and Keeping the Change on Track

PART VII: SUSTAINING CHANGE
27. Making Change Stick
28. Spreading Change

PART VIII: LEARNING
29. Individual and Collective Learning
30. Pulling it All Together: A Case Study.