Sale!

The Theory and Practice of Change Management 6th Edition by John Hayes ISBN 9781352012552 1352012553

Name: The Theory and Practice of Change Management 6th Edition by John Hayes ISBN 9781352012552 1352012553
SKU: EB-50692242
Availability: InStock

Original price was: $50.00.Current price is: $25.00.

The Theory and Practice of Change Management, 6th Edition John Hayes Digital Instant Download

Author(s): John Hayes

ISBN(s): 9781352012552, 1352012553

Edition: 6th

File Details: PDF, 13.49 MB

Year: 2023

Language: English

SKU: EB-50692242 Category: Uncategorized Tag: John Hayes

Description

The Theory and Practice of Change Management 6th Edition by John Hayes – Ebook PDF Instant Download/Delivery: 9781352012552 ,1352012553
Full download The Theory and Practice of Change Management 6th Edition after payment

Product details:
ISBN 10: 1352012553
ISBN 13: 9781352012552
Author: John Hayes

Technological advances, an increasingly globalized workforce and seismic global events mean that change is a constant feature of business life today. The consequences of not managing change effectively can be devastating for businesses. How can managers deal with change brought about by unpredictable events? How can they embrace change and communicate its benefits to stakeholders? How can organizations ensure the ongoing success of change? John Hayes’s bestselling textbook equips you with the practical tools and academic knowledge to tackle these questions and many more. Offering unrivalled breadth, it will guide you clearly through all stages of the change process, from recognizing the need for change to ensuring its successful implementation. Its unique underpinning framework, based on a process model of change, will help you to view change as purposeful and ordered, rather than something chaotic and unmanageable. This sixth edition covers all of the key theories, tools and techniques of organizational change, and offers everything you need to know about organizational change today: – Brand new international case studies and examples allow you to understand change in context – Coverage of ‘big-bang’ disruptions, offers you a framework for dealing with unforeseen global events like pandemics, economic instability and climate change – Updated research reports show you the latest theory in the field – New learning objectives, reflective questions and experiential exercises help you to consolidate your learning and revise effectively – Increased coverage of SMEs, public sector and family businesses shows you change in diverse sectors

The Theory and Practice of Change Management 6th Edition Table of contents:

KEY CHANGES TO THE SIXTH EDITION
Revised structure and new chapter
Diagnosis
Responding to pervasive big-bang disruptions such as the COVID-19 pandemic
Family businesses
Destructive leadership
Promoting responsible behaviour and ethical change management
Learning objectives
References
New case studies and examples
PATHWAYS
The ‘essentials’
Recognizing the need for change
Diagnosis
Implementing change
Other ways to access content relevant to your needs
ACKNOWLEDGMENTS
TOUR OF THE BOOK
LEARNING OBJECTIVES
LEARNING OBJECTIVES
EXAMPLES
EXAMPLE 5.1 Horizontal misalignments identifie manufacturing company
MANAGING CHANGE IN PRACTICE 7.1 Colin Ions: The and mergers
MANAGINGCHANGE INPRACTICE
CHANGE TOOLS
CHANGE TOOL 11.2 Critical path analysis
CASE STUDY 3.1 Leicester Royal Infirmary
CASE STUDIES
RESEARCH REPORTS
RESEARCH REPORT 17.1 Perceptions of fair treatment
EXERCISES
EXERCISE 3.1 How did your organization, or another organization you know the COVID-19 pandemic?
REVIEW QUESTIONS
EXERCISE 9.2 Reflect on what you have learned from working on the two chapters in part III
ONLINE TEACHING AND LEARNING RESOURCES
FOR STUDENTS AND PROFESSIONALS
FOR LECTURERS
MANAGING CHANGE IN PRACTICE: VIDEO AND TEXT FEATURE
THE PRACTITIONERS
EMPLOYABILITY SKILLS
ACADEMIC SKILLS
The ability to apply theory to practice
The ability to collect, interpret and use data
The ability to think critically and marshal relevant evidence and examples to support coherent argum
WORKPLACE SKILLS
Commercial awareness
An appreciation of the systemic nature of work organizations
Problem solving and opportunity development
Planning
INTERPERSONAL SKILLS
Communicating
Helping and facilitating
Influencing, persuading and negotiating
Leading
Motivating others
Working with groups and teams
Behaving responsibly
Learning
CASE STUDIES AND EXAMPLES GRID
PUBLISHER’S ACKNOWLEDGEMENTS
PART I MANAGING CHANGE: A PROCESS PERSPECTIVE
CHAPTER 1 PROCESS MODELS OF CHANGE
LEARNING OBJECTIVES
STATES AND PROCESSES
THE CHANGE PROCESS
The ordering of stages
EXAMPLE 1.1 A car importer responds to imposed change
Predetermined versus constructed trajectories
THE IMPACT OF SEQUENCE ON OUTCOME
Reactive sequences
EXAMPLE 1.2 BA cabin crew dispute
Self-reinforcing sequences
Increasing returns
EXAMPLE 1.3 Increasing returns contributed to the demise of Nokia
Psychological commitment to past decisions
EXAMPLE 1.4 Flyclinic: a failed attempt to create an online medical tourism platform
Cognitive biases and interpretive frames
EXAMPLE 1.5 Unrealistic goals for change at Direct Banking
Path dependence
MINIMIZING THE IMPACT OF REACTIVE AND SELF-REINFORCING SEQUENCES
Reactive sequences
Self-reinforcing sequences
EXAMPLE 1.6 Foxconn: how organizational path dependence is hindering attempts to diversify into the
Complex patterns
SUMMARY
EXERCISE 1.1 Identifying issues that change managers need to attend to
CHAPTER 2 LEADING CHANGE: A PROCESS PERSPECTIVE
LEARNING OBJECTIVES
THE INTENTIONAL MANAGEMENT OF CHANGE
Lewin’s three-step process
RESEARCH REPORT 2.1 A test of the validity of Lewin’s three-step model
LEWIN’S LEGACY
KEY ELEMENTS IN THE PROCESS OF CHANGE MANAGEMENT
Recognizing the need for change and starting the change process
Diagnosing what needs to be changed
Planning and preparing for change
Leading and managing the people issues
Implementing change and reviewing progress
EXAMPLE 2.1 A failure to recognize unintended consequences at Concrete Flags Ltd
Sustaining change
Learning
SUMMARY
INTRODUCTION TO PART I
Chapter 1 Process models of change
Chapter 2 Leading change: a process perspective
PART II RECOGNIZING THE NEED FOR CHANGE AND STARTING THE CHANGE PROCESS
CHAPTER 3 PATTERNS OF CHANGE
LEARNING OBJECTIVES
ADAPTING TO CHANGE: THE GRADUALIST PARADIGM
EXAMPLE 3.1 Haier: the gradual transformation of a traditional manufacturing firm into a highly resp
THE PUNCTUATED EQUILIBRIUM PARADIGM: AN ALTERNATIVE VIEW OF HOW ORGANIZATIONS CHANGE
Deep structure
EXAMPLE 3.2 The impact of Foxconn’s tightly coupled ecosystem in China on the relocation of operat
Equilibrium periods
Revolutionary periods
EXAMPLE 3.3 The rise and fall of Blockbuster
Support for the punctuated equilibrium paradigm
RESEARCH REPORT 3.1 Study of microcomputer producers
THE NATURE OF CHANGE CONFRONTING MOST ORGANIZATIONS
THE POSSIBILITY OF ANTICIPATING CHANGE
EXAMPLE 3.4 India’s sudden withdrawal of Rs500 and Rs1000 bank notes in 2016
Consequences of not anticipating change
A TYPOLOGY OF ORGANIZATIONAL CHANGE
EXAMPLE 3.5 The re-creation of VW
EXAMPLE 3.6 UK Coal: the simultaneous pursuit of adaption and reorientation
The change strategy
IMPLICATIONS OF THESE DIFFERENT TYPES OF CHANGE FOR CHANGE MANAGEMENT PRACTICE
The focus for change efforts
The sequence of activities required to achieve a desired outcome
The locus for change
NEW PATTERNS OF CHANGE
CASE STUDY 3.1 Leicester Royal Infirmary
The new pressures for change
The change strategy
EXERCISE 3.1 How did your organization, or another organization you know well, respond to the COVID-
SUMMARY
CHAPTER 4 SOURCES OF CHANGE
LEARNING OBJECTIVES
INNOVATION AS A SOURCE OF CHANGE
Disruptive innovation
EXAMPLE 4.1 Aldi’s disruption of the supermarket sector in Australia
CASE STUDY 4.1 Was Uber a disrupter?
The digital revolution
MANAGING CHANGE IN PRACTICE 4.1 Mick Yates: The implications of big data
Bounded big-bang disruption
Pervasive big-bang disruption
CASE STUDY 4.2 Alternative explanations for Uber’s success
INTERNAL MISALIGNMENTS AS TRIGGERS FOR CHANGE
THE INTERPLAY OF EXTERNAL AND INTERNAL SOURCES OF CHANGE
MANAGING CHANGE IN PRACTICE 4.2 Hugh Thomas: Ugly Drinks, a new business venture
SUMMARY
CHAPTER 5 RECOGNIZING A NEED OR OPPORTUNITY FOR CHANGE
LEARNING OBJECTIVES
CASE STUDY 5.1 Using PEST to identify threats and opportunities confronting the German car industry
ORGANIZATIONAL PATH DEPENDENCE AND THE TRAP OF SUCCESS
Success can undermine resilience
Attending to indicators of effectiveness
EXERCISE 5.1 Indicators of effectiveness
EXAMPLE 5.1 Horizontal misalignments in a large US snacks and confectionery manufacturing company
The balanced scorecard
Sensitivity of the top team
CHANGE TOOL 5.1 Alignment check between your unit and your customers and suppliers
SHAPING THE AGENDA FOR CHANGE
The role of playmakers
CASE STUDY 5.2 The Active Sports Equipment Company
SUMMARY
CHAPTER 6 USING VALUE INNOVATION TO PROACTIVELY IDENTIFY NEW OPPORTUNITIES
LEARNING OBJECTIVES
RED AND BLUE OCEAN STRATEGIES
VALUE INNOVATION
The strategy canvas
Value curves
The four actions framework
Eliminate and reduce
Raise and create
Challenging conventional thinking
Substitute products
Complementary products
Strategic groups and market segments within industries
The requirements of people who can affect the purchase decision
Functional and emotional appeal
Looking forward across trends to identify what customers might value in the future
Looking back across temporal boundaries
IMPLEMENTATION
Creating a readiness for change by articulating and challenging the current strategy
Searching for new opportunities, exploring possibilities for value innovation and formulating a new
Making it happen
SUSTAINING THE CHANGE AND PROTECTING NEW MARKET SPACE
CASE STUDY 6.1 Norwich Union Life’s transformation of customer service
Designing the value proposition for the transformation of customer service
Designing the value proposition for the transformation of leadership effectiveness
Implementation
SUMMARY
CHAPTER 7 CHAPTER STARTING THE CHANGE
LEARNING OBJECTIVES
BELIEFS ABOUT CHANGE AGENCY
The deterministic view
The voluntarist view
VOLUNTARISM AND CHANGE AGENCY
Confidence in their own ability to affect outcomes
The motivation to change
CASE STUDY 7.1 Failure to convince others of the need for change at AT&T
Conceptual models
Change management skills
STARTING THE CHANGE PROCESS
EXAMPLE 7.1 Leading change at Lyons Confectionery
Establishing a change relationship
Issues that can affect the quality of the relationship
MANAGING CHANGE IN PRACTICE 7.1 Colin Ions: The role of HR in acquisitions and mergers
Identifying the client
Clarifying the issue
EXERCISE 7.1 Starting the change process
SUMMARY
EXERCISE 7.2 Questions to be addressed when starting the change process
INTRODUCTION TO PART II
Chapter 3 Patterns of change
Chapter 4 Sources of change
Chapter 5 Recognizing a need or opportunity for change
Chapter 6 Using value innovation to proactively identify opportunities for change
Chapter 7 Starting the change
EXERCISE PART II Useful questions for reviewing your approach to recognizing the need for change and
PART III DIAGNOSING WHAT NEEDS TO BE CHANGED
CHAPTER 8 DIAGNOSIS
LEARNING OBJECTIVES
CASE STUDY 8.1 Site Security and Secure Escorts
THE DIAGNOSTIC PROCESS
The effect of big-bang disruptions
MENTAL MAPS
EXERCISE 8.1 Raising awareness of your implicit model of organizational functioning
COMPONENT VERSUS HOLISTIC MODELS
OPEN SYSTEMS THEORY
KOTTER’S INTEGRATIVE MODEL OF ORGANIZATIONAL DYNAMICS
Short term
Medium term
Long term
THE MCKINSEY 7S MODEL
CHANGE TOOL 8.1 The 7S matrix
WEISBORD’S SIX-BOX MODEL
THE BURKE-LITWIN CAUSAL MODEL OF ORGANIZATIONAL PERFORMANCE AND CHANGE
KLOFSTEN’S BUSINESS PLATFORM MODEL
ASSESSING AN ORGANIZATION’S ABILITY TO COPE WITH BIGBANG DISRUPTIONS SUCH AS THE COVID-19 PANDEMIC
REVISING YOUR PERSONAL MODEL OF ORGANIZATIONAL FUNCTIONING
Characteristics of a good model
EXERCISE 8.2 Reflecting on your implicit model of organizational functioning
SUMMARY
CHAPTER 9 GATHERING AND INTERPRETING INFORMATION
LEARNING OBJECTIVES
SELECTING A DIAGNOSTIC MODEL
CLARIFYING INFORMATION REQUIREMENTS
Information requirements when confronted by big-bang disruptions
INFORMATION GATHERING
Interviews
Questionnaires
Projective methods
Observations
Unobtrusive measures
SAMPLING
ANALYSIS
Qualitative techniques
Content analysis
Force-field analysis
Quantitative techniques
INTERPRETATION
POLITICAL CONSIDERATIONS
EXAMPLE 9.1 The effect of being observed
USING DIAGNOSTIC INFORMATION TO DEVELOP ACTION PLANS
CHANGE TOOL 9.1 Using a SWOT analysis
EXAMPLE 9.2 Northern Rock
CHANGE TOOL 9.2 A force-field approach to opportunity development or problem management
EXERCISE 9.1 Evaluating your use of diagnostic information
SUMMARY
EXERCISE 9.2 Reflect on what you have learned from working on the two chapters in Part III
INTRODUCTION TO PART III
CASE STUDY III Accord: jumping to conclusions before diagnosing the problem
Chapter 8 Diagnosis
Chapter 9 Gathering and interpreting information
EXERCISE PART III Useful questions for reviewing your approach to diagnosing what needs to be change
PART IV PLANNING AND PREPARING FOR CHANGE
CHAPTER 10 SHAPING IMPLEMENTATION STRATEGIES
LEARNING OBJECTIVES
CASE STUDY 10.1 Improving the performance of a new business school in a Dutch university
Economics
Teaching
Research
Accounting and finance
Teaching
Research
Management studies
Teaching
Research
Other considerations
HISTORICAL OVERVIEW OF CHANGE STRATEGIES
THREE APPROACHES TO MANAGING CHANGE
Economic strategies
Organization development strategies
EXAMPLE 10.1 The implementation of an OD strategy at the BBC
The third way: a combined economic/OD strategy
TOP MANAGEMENT’S RELUCTANCE TO ADOPT A COMBINED APPROACH
The importance given to shareholder interests
The assumption that the organization’s technical rather than social system is the prime determinan
The assumption that there is little to be gained from dialogue with employees
MANAGING CHANGE IN PRACTICE 10.1 Steve Gorton: Soft skills for hard results
ADOPTING A COMBINED STRATEGY FOR BUILDING ORGANIZATIONAL RESILIENCE
SITUATIONAL VARIABLES THAT CAN SHAPE AN IMPLEMENTATION STRATEGY
A CONTINGENCY MODEL
Incremental change strategies
Transformational change strategies
CASE STUDY 10.2 airBaltic
SHAPING CHANGE STRATEGIES WHEN FACED WITH PERVASIVE BIG-BANG DISRUPTIONS
MANAGING CHANGE IN PRACTICE 10.2 Rene Bomholt: The organization that is going to change has to own t
EXERCISE 10.2 Change strategies
SUMMARY
CHAPTER 11 DEVELOPING A CHANGE PLAN
LEARNING OBJECTIVES
EXERCISE 11.1 Reflect on and review a past plan for change
DEVELOPING A HIGH-LEVEL PLAN FOR CHANGE
CASE STUDY 11.1 Planning for change at Bairrada Wines
TRANSLATING HIGH-LEVEL INTENTIONS INTO DETAILED PLANS
APPOINT A TRANSITION MANAGER
Avoid unnecessary fragmentation
IDENTIFY WHAT NEEDS TO BE DONE
CHANGE TOOL 11.1 The Awakishi diagram
DEVELOP AN IMPLEMENTATION PLAN
Change participants’ perceptions
Clarity of the end state
USE MULTIPLE AND CONSISTENT LEVERAGE POINTS FOR CHANGE
EXAMPLE 11.1 Matrix structures
SCHEDULE ACTIVITIES
CHANGE TOOL 11.2 Critical path analysis
Drawing the critical path
Crashing the critical path
PROVIDE RESOURCES FOR THE TRANSITION
REWARD TRANSITION BEHAVIOURS
DEVELOP FEEDBACK MECHANISMS
Plans are not always implemented as intended
CASE STUDY 11.2 Bairrada Wines: the consequences of blinkered thinking
PLANNING FOR PREDICTABLE SURPRISES
Recognition of predictable surprises
Prioritization of predictable surprises
Development of a business continuity plan
EXAMPLE 11.2 Morgan Stanley’s emergency planning at the World Trade Center
USING OAKLAND’S FIGURE OF EIGHT FRAMEWORK TO PREPARE AND REVIEW PLANS FOR CHANGE
MANAGING CHANGE IN PRACTICE 11.1 John Oakland: Figure of eight framework to prepare and review plans
EXERCISE 11.2 Seven symptoms of poor planning
SUMMARY
CHAPTER 12 TYPES OF INTERVENTION BASED ON WHO DOES WHAT
LEARNING OBJECTIVES
EXPERTS APPLYING SCIENTIFIC PRINCIPLES TO SOLVE SPECIFIC PROBLEMS
EXPERTS WORKING TO SOLVE SYSTEM-WIDE PROBLEMS
RESEARCH REPORT 12.1 Sociotechnical systems
FACILITATORS WORKING WITH INDIVIDUALS TO HELP THEM DEVELOP THE CAPABILITY TO IDENTIFY AND MANAGE THE
MANAGING CHANGE IN PRACTICE 12.1 Paul Simpson: Using training and one-to-one coaching to deliver cul
Developing a sense of agency and self-efficacy
Positive thinking
CHANGE TOOL 12.1 WOOP
FACILITATORS WORKING WITH GROUPS TO HELP THEM DEVELOP THE CAPABILITY TO IDENTIFY AND MANAGE THEIR OW
Action research
EXAMPLE 12.1 Action research at Freedman House
Team building
CHANGE TOOL 12.2 The Axelrod canoe: a blueprint for getting people involved in meetings
CHANGE TOOL 12.3 Organization mirror
Before the mirror meeting
The mirror meeting
WHOLE SYSTEM INTERVENTIONS TO IMPROVE CAPABILITY FOR FUTURE PERFORMANCE
Survey feedback
CHANGE TOOL 12.4 Facilitator brief for survey feedback intervention
Pre-meeting preparation
Using the feedback for problem solving
WHOLE SYSTEM IN THE ROOM CONFERENCES
CHANGE TOOL 12.5 A conference method for developing a ‘preferred future’
Elements of the conference method
SUMMARY
CHAPTER 13 TYPES OF INTERVENTION CLASSIFIED ACCORDING TO FOCAL ISSUES
LEARNING OBJECTIVES
HUMAN PROCESS INTERVENTIONS
Appreciative inquiry
The social construction of reality
A methodology for intervening in organizations
CHANGE TOOL 13.1 A specimen appreciative interview schedule to help identify values across an organi
EXAMPLE 13.1 Using appreciative inquiry for organization development at Médecins Sans Frontières
MANAGING CHANGE IN PRACTICE 13.1 John Hayes: Appreciative inquiry
HUMAN RESOURCE INTERVENTIONS
Talent management
Managing talent in family firms
Training and development
EXAMPLE 13.2 Using training to help change the culture of a special metals business
High performance management
How people management practices can affect performance
Diagnosing the alignment of people management practices
CHANGE TOOL 13.2 Diagnosing external alignment
CHANGE TOOL 13.3 Diagnosing internal alignment
TECHNOSTRUCTURAL INTERVENTIONS
Process re-engineering
EXAMPLE 13.3 Mapping a GP referral for a routine X-ray at a local hospital
CHANGE TOOL 13.4 The plan, do, study, act (PDSA) cycle
Lean
EXAMPLE 13.4 The Toyota Production System
Lean tools and techniques
CHANGE TOOL 13.5 The seven wastes
CHANGE TOOL 13.6 The 5S methodology
CHANGE TOOL 13.7 The five whys
EXAMPLE 13.5 Implementing lean at Flinders Medical Centre
STRATEGIC INTERVENTIONS
Resilience management
Building situation awareness
The identification of essential organizational components
The prioritization of principle vulnerabilities
CHANGE TOOL 13.8 The all hazards vulnerability matrix
Developing adaptive capacity
Mergers and acquisitions
EXAMPLE 13.6 Brenntag’s history of restructuring for strategic gain
Acquisition objectives
Organization fit
Developing a high-level plan
Translating high-level intentions into detailed plans
Managing the people issues
SUMMARY
CHAPTER 14 SELECTING INTERVENTIONS
LEARNING OBJECTIVES
BEWARE FASHIONS AND FADS
FACTORS INDICATING WHICH INTERVENTIONS TO USE
Diagnosed issue
Level of change target
Depth of intervention
A THREE-DIMENSIONAL MODEL TO AID CHOICE
Time available to implement the change
Efficacy of the interventions
T-group training
Job design
Total quality management (TQM)
WHERE THERE IS A NEED TO USE MORE THAN ONE TYPE OF INTERVENTION
Sequencing interventions
Intention
Politics
Need for an early success
The stakes involved
Dynamics of change
Causal links
The effect of groups on individuals
The effect of attitudes on behaviour and vice versa
EXERCISE 14.1 Choice of interventions
SUMMARY
INTRODUCTION TO PART IV
Chapter 10 Shaping implementation strategies
Chapter 11 Developing a change plan
Chapter 12 Types of interventions based on who does what
Chapter 13 Types of intervention classified according to focal issues
Chapter 14 Selecting interventions
EXERCISE PART IV Useful questions for reviewing your approach to planning and preparing for change
CASE STUDIES: Selecting and designing interventions
CASE STUDY IV.1 Designing an intervention to improve the effectiveness of primary healthcare centres
CASE STUDY IV.2 Designing an intervention to reduce absenteeism in the elderly care sector of Silkeb
PART V LEADING AND MANAGING THE PEOPLE ISSUES
CHAPTER 15 BUILDING CHANGE RELATIONSHIPS
LEARNING OBJECTIVES
INTERVENTION STYLES
EXERCISE 15.1 The intervention style indicator
THE GOAL OF INTERVENING
PRESCRIPTIVE MODE OF INTERVENING: ADVISING
COLLABORATIVE MODES OF INTERVENING
Supportive approach
EXAMPLE 15.1 Using a supportive approach in an Indian fintech startup
Theorizing approach
EXAMPLE 15.2 Using force-field analysis in a multinational auto components manufacturer
Challenging approach
EXAMPLE 15.3 Using a challenging approach in a French primary school
Information-gathering approach
EXAMPLE 15.4 Using an information-gathering approach in a US communications infrastructure company
DEVELOPING COLLABORATIVE RELATIONSHIPS
EXERCISE 15.2 Monitoring your respect for others
Prescriptive versus collaborative modes of intervening
MODE OF INTERVENING AND THE STAGE OF THE HELPING RELATIONSHIP
HELPING SKILLS
EXERCISE 15.3 Identifying effective helping behaviours
SUMMARY
CHAPTER 16 THE ROLE OF LEADERSHIP
LEARNING OBJECTIVES
MANAGEMENT AND LEADERSHIP
Managerial work, in times of change, is increasingly a leadership task
EXAMPLE 16.1 Expanding the capacity of the NHS to treat those affected by COVID-19
WHAT MANAGERS (AND OTHERS) DO WHEN LEADING CHANGE
Sense making
Unprecedented surprises and the collapse of sense making
Visioning
EXAMPLE 16.2 Involving staff in developing a new vision for Íslandsbanki
Sense giving
Shaping the vision: reciprocal cycle of sense making and sense giving
EXAMPLE 16.3 Data loss prevention at a German hotel chain
Engaging others
Translating the vision into a desire for change
Winning trust