MANAGING CHANGE A STRATEGIC APPROACH TO ORGANISAriONAL DYNAMICS FIFTH EDITION BERNARD BURNES
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 9 9 10 12 31 46 50 51 51 56 56 57 59 74 87 89 89 90 95 95 96 100 132 145 155 159 160 160 164 164
n o The postmodern perspective The realist perspective The complexity perspective Case Study 4 166 168 179 182 188 190 191 191 Chapter 5 Culture, power, politics and choice The cultural perspective The power-politics perspective Managing and changing organisations: bringing back choice Case Study 5 195 195 196 198 220 231 235 237 238 238 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 7 243 243 245 247 263 272 275 275 276 282 282 283 284 290 303 313 316 316 317 VI
Chapter 8 Approaches to change management 320 320 321 Theoretical foundations 322 The Planned approach: from Lewin to Organization Development (OD) 328 The frequency and magnitude of organisational change 350 354 356 356 Case Study 8, 357 n o Chapter 9 Developments in change management 361 The Emergent approach and beyond 361 362 From Planned to Emergent change 364 The Emergent approach to change 366 Emergent change: summary and criticisms 392 397 398 399 Case Study 9 399 Chapter 10 A framework for change 403 Approaches and choices 403 404 Varieties of change 405 A framework for change. 409 A framework for employee involvement 413 A framework for choice 416 417 420 420 Case Study 10 421 Part 3 Managing choice 425 Chapter 11 Organisational change and managerial choice 427 427 428 The Choice Management-Change Management model 431 465 466 Case Study 11 467 VII
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 12 471 471 473 475 486 491 504 512 515 519 520 520 Bibliography Glossary Index 525 591 606 Supporting resources Visit www.pearsoned.co.uk/burnes 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 www.pearsoned.co.uk/burnes VIII