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.
Organisations today inhabit a world characterised by extremes, where global boom becomes a global financial crisis, world-beating companies see their share price crash overnight and even banks can go bust. Organisations need to adapt to changing circumstances, yet according to McKinsey & Company, one of the world’s leading management consultancies, the majority of change projects fail, and many others agree. There is no shortage of theories or advice on how to manage change, but there is a lack of guidance as to which approaches to change are appropriate and in what circumstances.
The aim of this leading textbook is to provide a thorough understanding of the theories, approaches and practice of organisational change. It critically examines the approaches to change that are on offer, indicates their usefulness and drawbacks and sets them within the broad context of organisational life through the use of real-life examples.
This thoroughly updated new edition includes:
· new mini case studies at the beginning of each chapter, complementing longer case studies
· a new chapter on resistance to change and the scale and speed of change
· a new chapter which expands on the importance of behavioural change
· a detailed examination of organisation theory and behaviour, including key themes such as culture, power and politics
· a clear explanation of the rational and emergent views of strategy, and the relationship between organisational strategy and change
· a thorough and updated review of the main approaches to change, and the relationship between leadership and change
Managing Change is an invaluable resource for undergraduate and postgraduate students studying organisational change, organisational behaviour, management and strategy. It is also a comprehensive reference source for academics and managers.
Bernard Burnes is Professor of Organisational Change at Stirling Management School, University of Stirling, and one of the world’s leading experts on the subject.
To avoid falling prey to the latest fad, both student and lecturer need to navigate through the past, present and future of the field. There is no better guide on this journey than Bernard Burnes, and this revised edition provides more analysis, more case study illustrations and more resources than ever before. A masterful achievement.
Professor Richard Badham, Macquarie Graduate School of Management, Macquarie University
As ever, the author distils new wisdoms without being seduced by them.
Professor Paul Jackson, Manchester Business School, University of Manchester
His textbooks have always been favoured by those of us who teach the subject as comprehensive, informative and most of all, readable. This is yet another worthwhile book from an influential author.
Dr Julian Randall, University of Aberdeen Business School
This new edition of Managing Change by one of the leading writers on change management is written in a vivid, informative and clear manner. It is simply a MUST read for all those who wish to learn more about the subject.
Professor Fang Lee Cooke, Department of Management, Monash University
