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This very successful text provides a discussion of change in relation to the complexities of organizational life with an emphasis on applying the theory into practice. Now thoroughly updated in its 4th edition, Organisational Change reflects a rapidly changing world and considers how change has changed.
The book is structured in three parts. The first part considers the causes and nature of change. Part two opens up the organization to expand on issues of structuring for change, the cultural and political contexts for change and how to lead change. Part three moves firmly into addressing the more practical considerations of designing, planning and implementing change.
The book is ideal for both MBA students and those studying specialist courses in Organizational Development and Change. Its structure and content also make it accessible to final level undergraduate students.
PART 1: THE CONTEXT AND MEANING OF CHANGE
1. Organizations and their changing environments
2. The nature of organizational change
PART 2: ORGANIZATIONS FOR CHANGE
3. Organizational structure, design and change
4. Cultures for change
5. The politics of change
6. The leadership of change
PART 3: STRATEGIES FOR MANAGING CHANGE
7. Hard systems models of change
8. Soft systems models for change
9. A changing future factors for effective change
Barbara Senioris a Chartered Occupational Psychologist who has published a number of books, articles and conference papers based on her research and activities. She is Principal of the Highfield Consultancy, which researches and offers consultancy services in the areas of organizational psychology and change. She is also an Associate Lecturer with the Open University where she lectures on the MA in Education programme and supervises doctoral students. Stephen Swailes is Senior Lecturer in Organisational Behaviour and HRM at Hull University Business School.
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