Organizational Change 6th Edition by Barbara Senior, Stephen Swailes, Colin A Carnall ISBN 9781292243436 1292243430
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ISBN 10: ,1292243430
ISBN 13: 9781292243436
Author: Barbara Senior, Stephen Swailes, Colin A Carnall
Explore and resolve complex organizational change issues by applying theories into practice Organizational Change, 6th Edition by Senior, Swailes and Carnall reflects a rapidly evolving world and considers ‘how change has changed’. The book is structured into 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. Ideal for both MBA students and those studying specialist courses in Organizational Development and Change, the clear structure and content of this text also make it accessible to final year undergraduate students. Key features Offers comprehensive coverage of the significant ideas and issues associated with change at all levels of organizational activity, from the strategic to the operational, and at the individual, group, organizational and societal levels. Takes a conceptual and analytical approach to the way that theory and research relate to organizations, and how change is explored. Includes practical elements and worked examples of different approaches to ‘doing’ change. Provides illustrations of practical change situations in each chapter. Invites readers to undertake challenging activities to encourage the application of ideas and learning from the text to personal experience. Provides end-of-chapter cases, additional reading and suggested websites for readers wishing to pursue ideas and issues further. New to this edition Significantly updated chapters in terms of content, illustrations and recent theory and research. New material on stakeholder engagement, the leader role in change, change architecture and on the characteristics of effective change programmes New case material including ‘Gamechangers’ such as AbnB, Amazon, Google and Facebook, the emergence of Integrated Care as a transformation of the delivery of healthcare and the transformation of policing Barbara Senior is 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. Stephen Swailes is Professor of Human Resource Management at the University of Huddersfield. Colin Carnall has designed and lead corporate and leadership development programmes, focused to deliver major strategic changes over many years. He had held positions at Henley, Cass and as a company Director. Pearson, the world’s learning company.
Organizational Change 6th Edition Table of contents:
Part One THE CONTEXT AND MEANING OF CHANGE
1 Organizations and their changing environments
Learning objectives
A view of organizations
The historical context for change
An uncertain future
Environmental triggers of change
Organizational responses to change
Conclusions
Discussion questions and assignments
Case example: Strategic change at Nokia
Indicative resources
Useful websites
References
2 The nature of organizational change
Learning objectives
Types of change
Models of change
The pace and scope of change
Predictable change
Complexity theory
Diagnosing change situations
How change has changed
Engagement, a role for leadership in change
Conclusions
Discussion questions and assignments
Case example: Professional service firms
Indicative resource
Useful websites
References
Part Two CHANGING ORGANIZATIONS
3 Organizational design, structure and change
Learning objectives
The meaning of organization structure
The dimensions of structure
Structural types
Structuration theory, actor networks and institutional theory
Influences on structure
Organizational structure and change
Case example: Strategic change, technology and policing
Conclusions
Discussion questions and assignments
Case example: Suits you Sir….
Indicative resources
Useful website
References
4 Culture and change
Learning objectives
The informal organization
The meaning of culture
The ingredients of culture
Objectivist and interpretive views of culture
Organizational culture types
The influence of national culture
Organizational culture and change
Cultural change to effect organizational change
Conclusions
Discussion questions and assignments
Case example: The Civil Service
Indicative resources
Useful websites
References
5 Power, politics and change
Learning objectives
Organizational politics
Power in organizations
The politics of powerlessness
Politics, power and conflict
Conflict in organizations
Power, conflict and change
Conclusions
Discussion questions and assignments
Case example: Qatar 2022
Indicative resources
Useful websites
References
6 Leadership styles and leading change
Learning objectives
Leadership defined
Management versus leadership
How leadership models have changed
Critical approaches to leadership
Leadership and change
Leading through change
A model of change leadership
Conclusions
Discussion questions and assignments
Case example: Leadership: collective failure across several agencies
Indicative resource
Useful websites
References
Part Three STRATEGIES FOR MANAGING CHANGE
7 Hard systems models of change
Learning objectives
Situations of change
Systematic approaches to change
The hard systems model of change
Using the hard systems model of change
Further uses for the hard systems model of change
Change architecture
Conclusions
Discussion questions and assignments
Case example: The role of integrated care in the design of health systems
Indicative resources
Useful websites
References
8 Soft systems models for change
Learning objectives
Managing change in situations of soft complexity
Organizational development – philosophy and underlying assumptions
The OD process
OD – an action research-based model of change
An assessment of the OD model for change
Conclusions
Discussion questions and assignments
Case example: Implementing a new patient information system at a major teaching hospital trust
Indicative resources
Useful websites
References
9 Future directions and challenges
Learning objectives
Introduction
Current and future business environments
Challenges for future research on change
Conclusions
Discussion questions and assignments
Indicative resources
Useful websites
References
Author index
Subject index
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