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Managing Change

Managing Change

5th Edition

Bernard Burnes

Jul 2009, Paperback, 632 pages
ISBN13: 9780273711742
ISBN10: 0273711741
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Managing Change examines the concept and practice of change within the context of the history, literature and theories of management. In particular, it links the process of change to the strategic development, management and leadership of organisations.

The reader is encouraged to reflect critically on areas such as post-modernism, realism and complexity theory, and explores in depth the influence of culture, power and politics.

The book is aimed at students of change management, strategy and organisational change as part of undergraduate, MBA and MA programmes.

The following online resources support the text:

  • For Instructors: teaching manual, powerpoint slides

Acknowledgments xii

Introduction 1 - 9

Part One The rise and fall of the rational organization 1

1 From trial and error to the science of management 2 - 70

The rise of organisation theory

Learning objectives

Introduction

The rise of commerce and the birth of the factory

Organisation theory: the Classical approach

Conclusions

Test your learning

Suggested further reading

Case study 1

2 Developments in organisation theory 1- 52

From certainty to contingency

Learning objectives

Introduction

The Human Relations approach

The Contingency Theory approach

Conclusions

Test your learning

Suggested further reading

Case study

3 In search of new paradigms 1 - 98

Learning objectives

Introduction

The Culture–Excellence approach

The Japanese approach to management

Organisational learning

Conclusions

Test your learning

Suggested further reading

Case study 3

4 Critical perspectives on organisation theory 1 - 43

Postmodernism, realism and complexity

Learning objectives

Introduction

The postmodern perspective

The realist perspective

The complexity perspective

Conclusions

Test your learning

Suggested further reading

Case study 4

5 Culture, power, politics and choice 1 - 64

Learning objectives

Introduction

The cultural perspective

The power–politics perspective

Managing and changing organisations: bringing back choice

Conclusions

Test your learning

Suggested further reading

Case study 5

Part Two Strategy development and change management: past, present and future 1

6 Approaches to strategy 2 - 53

Managerial choice and constraints

Learning objectives

Introduction

Understanding strategy: origins, definitions and approaches

Understanding strategy: choices and constraints

Conclusions

Test your learning

Suggested further reading

Case study 6

7 Applying strategy 1 - 51

Models, levels and tools

Learning objectives

Introduction

Types of strategies

Levels of strategy

Strategic planning tools

Conclusions

Test your learning

Suggested further reading

Case study 7

8 Approaches to change management 1 - 56

Learning objectives

Introduction

Theoretical foundations

The Planned approach to organisational change

The frequency and magnitude of organisational change

Conclusions

Test your learning

Suggested further reading

Case study 8

9 Developments in change management 1 - 58

The Emergent approach and beyond

Learning objectives

Introduction

The case against the Planned approach to organisational change

The Emergent approach to change

Emergent change: summary and criticisms

Conclusions

Test your learning

Suggested further reading

Case study 9

10 A framework for change 1 - 29

Approaches and choices

Learning objectives

Introduction

Varieties of change

A framework for change

A framework for employee involvement

A framework for choice

Conclusions

Test your learning

Suggested further reading

Case study 10

Part Three Managing choice

11 Organisational change and managerial choice 1 - 59

Learning objectives

Introduction

The Choice Management–Change Management model

Conclusions

Test your learning

Case study 11

12 Management – roles and responsibilities 1 - 75

Learning objectives

Introduction

Globalisation and the challenge of change

The manager's role

Management and leadership

Management and leadership in action

Managerial development

Management, leadership and change

Summary and conclusions

Test your learning

Suggested further reading

Case study 12

Bibliography 1 - 93

Glossary 1 - 22

Index

  • One long Case Study at the end of each chapter explore the impact of change, and encourage the reader to analyse decisions and behaviours
  • Mini-Case Studies in each chapter illustrate key issues in managing change
  • Focus on 'Frameworks boxes' highlight key frameworks and theorists who have influenced the study and practice of management and organisational change

Bernard Burnes is Professor of Organisational Change at Manchester Business School, University of Manchester.

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