This text takes a broad perspective on the issue of organisations and change blending theory and practice. Divided into three parts for ease of use, Part One considers the nature of organisations and uses insights from systems thinking to situate the organisation within its external 'influencing' environment. Part Two covers the influence of organisational structures on the capacity for change and vice versa. It also discusses cultural differences, issues of organisational politics, power and conflict, leadership styles and their relationship to managing change. Part Three returns to the practical issues of change implementation. It covers different approaches to the introduction and management of change and offers a critique of these. The book concludes by suggesting some principles for analysing, managing and implementing change in organisations.
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Preface "PART 1: THE CONTEXT AND MEANING OF CHANGE " 1 ORGANISATIONS AND THEIR CHANGING ENVIRONMENTS A view of organisations The historical context for change An uncertain future Organisations today - environmental triggers of change Organisational responses to change 2 THE NATURE AND CAUSES OF CHANGE The multiple causes of change Environmental turbulence The changing faces of change Predictable change Diagnosing change situations "PART 2: ORGANISATIONS FOR CHANGE " 3 ORGANISATIONAL STRUCTURE AND CHANGE The meaning of organisational structure / The dimensions of structure Models of structure Choosing an organisation structure Organisational structure and change 4 CULTURES FOR CHANGE The informal organisation The meaning of culture Models of organisational culture Organisational culture typologies The sources of organisational culture Organisational culture and change Changing organisational culture to bring about organisational change 5 THE POLITICS OF CHANGE Organisational politics Power in organisations The politics of powerlessness The link between politics, power and conflict Conflict in organisations Power and conflict in times of change 6 THE LEADERSHIP OF CHANGE Management and leadership Approaches to leadership Leadership in times of change "PART 3: STRATEGIES FOR MANAGING CHANGE " 7 HARD SYSTEMS MODELS OF CHANGE Categorising organisational change Systematic approaches to change The hard systems model of change Using the hard systems model of change Issues in using the hard systems model of change 8 SOFT SYSTEMS MODELS FOR CHANGE Managing change in situations of soft complexity Organisation development - philosophy and underlying assumptions The OD process OD - an action-research based model of change An assessment of the OD model for change 9 FACTORS FOR SUCCESS Introduction The multiple paths to change The challenge of diversity Empowerment and control Creativity and innovation To conclude ... INDEX
Organisational Change by Barbara Senior
Used - Very Good
Pearson Education Limited
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