Managing and Leading Organizational Change

by Mark Hughes

Overview

Organizational change impacts upon all organizations regardless of size and sector. In this unique organizational change textbook, important ongoing debates about managing change and leading change are combined, giving a broader perspective that encourages readers to engage with both management and leadership. In combination, management and leadership insights inform how organizations are changing and how we can make a positive difference in such processes of change.

Managing and Leading Organizational Change speaks both to the applied and practical aspects of organizational change, as well as questioning the research and evidence base of organizational change practices. Chapters begin with real-world insights, followed by coverage of the major theories. The ongoing nature of these debates is signposted through the inclusion of questioning sections with research case studies showcased.

This textbook will be particularly beneficial for final year undergraduates and postgraduates studying organizational change, strategic change, change management and change leadership modules.

Product Details

ISBN-13:	9781138577411
Publisher:	Taylor & Francis
Publication date:	10/01/2018
Pages:	354
Product dimensions:	6.88(w) x 9.69(h) x (d)

About the Author

Mark Hughes is Reader in Organizational Change at the Brighton Business School, University of Brighton, UK.

Table of Contents

Part I: Introduction

1. Myth-understanding organizational change

2. The what, why, when, how and where of organizational change

3. Studying organizational change

Part II: Managing change

4. Management studies

5. History, learning and organizational change

6. Organizational cultural change

7. Individual differences, psychodynamics, identities and organizational change

8. Groups, teamwork and organizational change

Part III: Leading change

9. Leadership studies

10. Leading organizational change

11. Power, politics and organizational change

12. Communicating organizational change

13. Resistance and organizational change readiness

Part IV: Managing and leading organizational change

14. Managers, leaders and the agents of change

15. Management and leadership tools and techniques

16. The dark side of organizations

17. Evaluating organizational change

18. Sustaining organizational change

Editorial Reviews

'Hughes’s book is destined to become a seminal text in the field of leading and managing change. Not only does he capture all of the main themes and issues associated with change in a highly reader-friendly format, he also seriously debunks the "business" of change in both an intellectual and entertaining way. Students will love this book!'
James McCalman, Professor of Leadership Studies, Portsmouth Business School, University of Portsmouth, UK

'The fields of leadership and change have been waiting for Managing and Leading Organizational Change. This excellent book provides and inspires throughout, providing radically fresh perspectives on numerous aspects of managing and leading change for academic and practitioner audiences alike.'
Sarah Fidment, Subject Group Leader, Organisational Behaviour/Human Resource Management, Sheffield Hallam University, UK

'There are many books on change management but this is a must-buy because of its emphasis on the lived experience of change and the centrality of organizational process, emergence and voice. The "one size fits all" solutions of the consultancies is made obsolescent by this sophisticated, contemporary approach and its apposite cases.'
David Weir, Professor of Intercultural Management, York St John University, USA

'A refreshing and welcome addition to the organizational change literature. This critical text challenges what we think we know about organizational change in an insightful, engaging and enjoyable text, a must-read for any scholar in this field of study.'
Richard Jefferies, Lecturer in Management, University of the West of Scotland, UK

'This exceptionally well-written book brings a much needed critical perspective to one of the most misunderstood issues in management. In challenging some of the most totemic figures and established ideas in the field Mark Hughes has written a book that I highly recommend.'
Dennis Tourish, Professor of Leadership and Organisation Studies, University of Sussex, UK

From the Publisher