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