MANAGING CHANGE FIFTH EDITION. A STRATEGIC APPROACH TO ORGANISAriONAL DYNAMICS BERNARD BURNES

Transcription

1 MANAGING CHANGE A STRATEGIC APPROACH TO ORGANISAriONAL DYNAMICS FIFTH EDITION BERNARD BURNES

2 Contents Acknowledgements Publisher's Acknowledgements Part 1 The rise and fall of the rational organisation IX x 1 7 Chapter 1 Chapter 2 Chapter 3 Chapter 4 From trial and error to the science of management The rise of organisation theory The rise of commerce and the birth of the factory Organisation theory: the Classical approach Case Study 1 Developments in organisation theory From certainty to contingency The Human Relations approach The, Contingency Theory approach Case Study 2 In search of new paradigms The Culture-Excellence approach The Japanese approach to management Organisational learning Case Study 3 Critical perspectives on organisation theory Postmodernism, realism and complexity

3 n o The postmodern perspective The realist perspective The complexity perspective Case Study Chapter 5 Culture, power, politics and choice The cultural perspective The power-politics perspective Managing and changing organisations: bringing back choice Case Study Part 2 Strategy development and change management: past, present and future 241 Chapter 6 Chapter 7 Approaches to strategy Managerial choice and constraints Understanding strategy: origins, definitions and approaches Understanding strategy: choices and constraints Case Study 6 Applying strategy Models, levels and tools Types of strategy Levels of strategy Strategic planning tools Case Study VI

4 Chapter 8 Approaches to change management Theoretical foundations 322 The Planned approach: from Lewin to Organization Development (OD) 328 The frequency and magnitude of organisational change Case Study 8, 357 n o Chapter 9 Developments in change management 361 The Emergent approach and beyond From Planned to Emergent change 364 The Emergent approach to change 366 Emergent change: summary and criticisms Case Study Chapter 10 A framework for change 403 Approaches and choices Varieties of change 405 A framework for change. 409 A framework for employee involvement 413 A framework for choice Case Study Part 3 Managing choice 425 Chapter 11 Organisational change and managerial choice The Choice Management-Change Management model Case Study VII

5 n o Chapter 12 Management - roles and responsibilities Globalisation and the challenge of change The manager's role Management and leadership Management development Management, leadership and change Summary and conclusions Case Study Bibliography Glossary Index Supporting resources Visit to find valuable online resources For instructors Complete, downloadable Instructor's Manual PowerPoint slides that can be downloaded and used for presentations For more information please contact your local Pearson Education sales representative or visit VIII