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The theory and practice of change management / John Hayes.

By: Material type: TextTextPublisher: Houndmills, Basingstoke, Hampshire ; New York, NY : Palgrave Macmillan, 2014Edition: 4th editionDescription: xxv, 521 pages ; 25 cmContent type:
  • text
Media type:
  • unmediated
Carrier type:
  • volume
ISBN:
  • 9781137275349
  • 1137275340
Subject(s): DDC classification:
  • 658.406 HAY
Contents:
Process models of change -- Leading change : a process perspective -- Patterns of change -- Recognising the need or opportunity for change -- Starting the change -- Building change relationships -- Diagnosis -- Gathering and interpreting information -- The role of leadership in change management -- Power, politics and stakeholder management -- Communicating change -- Motivating others to change -- Supporting others through change -- Shaping implementation strategies -- Developing a change plan -- Types of intervention -- Action research -- Appreciative inquiry -- Training and development -- High performance development -- Business process reengineering -- Lean -- Culture profiling -- Selecting interventions -- Implementing change -- Reviewing and keeping the change on track -- Making change stick -- Spreading change -- Individual and collective learning -- Pulling it all together : a case study.
Holdings
Item type Current library Call number Copy number Status Date due Barcode
Standard Loan Clonmel Library Main Collection 658.406 HAY (Browse shelf(Opens below)) 1 Available 39002100533471

Enhanced descriptions from Syndetics:

John Hayes's bestselling textbook equips students with all the skills they will need as future managers to successfully diagnose the need for and implement change. It offers unrivalled breadth, covering all of the key theories, tools and techniques on organisational change. The book is underpinned by a theoretical framework based on a process model of change, which views change as a flexible, yet controlled sequence of events. Offering a strong practical orientation, the book is supported by a comprehensive selection of real-world examples and case studies, as well as 'Change Tools' that invite students to apply theories to real change scenarios.
The book is ideal for final-year business undergraduates as well as MBA and postgraduate students who are taking modules in change management or organisational change. It is also well used by change practitioners and consultants.

Includes bibliographical references and index.

Process models of change -- Leading change : a process perspective -- Patterns of change -- Recognising the need or opportunity for change -- Starting the change -- Building change relationships -- Diagnosis -- Gathering and interpreting information -- The role of leadership in change management -- Power, politics and stakeholder management -- Communicating change -- Motivating others to change -- Supporting others through change -- Shaping implementation strategies -- Developing a change plan -- Types of intervention -- Action research -- Appreciative inquiry -- Training and development -- High performance development -- Business process reengineering -- Lean -- Culture profiling -- Selecting interventions -- Implementing change -- Reviewing and keeping the change on track -- Making change stick -- Spreading change -- Individual and collective learning -- Pulling it all together : a case study.

Table of contents provided by Syndetics

  • List of figures and tables (p. ix)
  • List of research reports and change tools (p. xi)
  • Preface and acknowledgements (p. xii)
  • Tour of the book and companion website (p. xviii)
  • Managing change in practice: video and text feature (p. xx)
  • Case studies and examples grid (p. xxii)
  • Publisher's acknowledgements (p. xxiv)
  • Part I Managing change: a process perspective (p. 1)
  • 1 Process models of change (p. 4)
  • 2 Leading change: a process perspective (p. 22)
  • Part II Recognizing the need for change and starting the change process (p. 43)
  • 3 Patterns of change (p. 46)
  • 4 Recognizing a need or opportunity for change (p. 68)
  • 5 Starting the change (p. 86)
  • 6 Building change relationships (p. 100)
  • Part III Diagnosing what needs to be changed (p. 119)
  • 7 Diagnosis (p. 122)
  • 8 Gathering and interpreting information (p. 144)
  • Part IV Leading and managing the people issues (p. 161)
  • 9 The role of leadership in change management (p. 167)
  • 10 Power, politics and stakeholder management (p. 190)
  • 11 Communicating change (p. 212)
  • 12 Motivating others to change (p. 233)
  • 13 Supporting others through change (p. 255)
  • Part V Planning and preparing for change (p. 271)
  • 14 Shaping implementation strategies (p. 279)
  • 15 Developing a change plan (p. 297)
  • 16 Types of intervention (p. 313)
  • 17 Action research (p. 332)
  • 18 Appreciative inquiry (p. 344)
  • 19 Training and development (p. 359)
  • 20 High performance management (p. 369)
  • 21 Business process re-engineering (p. 381)
  • 22 Lean (p. 392)
  • 23 Culture profiling (p. 408)
  • 24 Selecting interventions (p. 421)
  • Part VI Implementing change and reviewing progress (p. 433)
  • 25 Implementing change (p. 435)
  • 26 Reviewing and keeping the change on track (p. 451)
  • Part VII Sustaining change (p. 463)
  • 27 Making change stick (p. 465)
  • 28 Spreading change (p. 476)
  • Part VIII Learning (p. 485)
  • 29 Individual and collective learning (p. 487)
  • 30 Pulling it all together: a concluding case study (p. 512)
  • Author index (p. 514)
  • Subject index (p. 518)

Author notes provided by Syndetics

John Hayes is Emeritus Professor of Change Management at Leeds University Business School, UK. John also helps to facilitate change in complex organizational settings and has worked for companies such as BP, Nestle, National Australia Group and the US Army.

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