Now a classic in its field, the fourth edition of Change Management: A Guide to Effective Implementation continues to offer readers highly practical strategies and step-by-step guidance for applying different models of change in different organizational scenarios.
New to the Fourth Edition:
A third expert author, Sabina Siebert, bringing a background in sociology and cultural studies
An improved structure that consolidates all the existing strengths of the previous editions and separates the book into three parts, beginning with chapters assessing `The Impact and Definition of Change', `Implementation and Evaluation of Change' and ending with a critical outlook in `Change Management - A Critical Perspective'
A wealth of new and richly detailed case studies with an international and cross-cultural scope that draw upon different organization types, environments and perspectives for a diverse and global understanding of the current field of change management
Two additional chapters on leading change and organisational culture, offering unparalleled coverage of managing systems and processes, combined with increased emphasis on managing human issues.
For students taking Change Management courses on Business and Management degrees, MBA's, specialist masters and healthcare subjects.
Professor James McCalman is the Head of the Centre for Strategy and Leadership at the University of Portsmouth, UK. Professor Robert A. Paton is the Director of Graduate Studies, Adam Smith Business School, and a Deputy Dean, College of Social Sciences, at the University of Glasgow, UK. Dr Sabina Siebert is a Senior Lecturer in Management in the Adam Smith Business School, University of Glasgow, UK.
PART 1: THE IMPACT AND DEFINITION OF CHANGE Chapter 1: Introducing Change Management Chapter 2: Change and the Manager and the Objective Outsider Chapter 3: Cultural attributes of change Chapter 4: Leading Change PART 2: IMPLEMENTATION AND EVALUATION OF CHANGE Chapter 5: The Nature of Change Chapter 6: Mapping Change Chapter 7: The Systems Approach to Change Chapter 8: Total Project Management Chapter 9: People Management Chapter 10: Organizational Development PART 3: CHANGE MANAGEMENT - A CRITICAL PERSPECTIVE Chapter 11: Competing narratives Chapter 12: Organizational Politics and Change Chapter 13: The Future of Change