The aim of this leading textbook is to provide a thorough understanding of the theories, approaches and practice of organisational change. It critically examines the approaches to change that are on offer, indicates their usefulness and drawbacks and sets them within the broad context of organisational life through the use of real-life examples. In the 25 years since the first edition of this book was published, the world has changed enormously. In response, organisations are changing their products, services, processes and even how they see the world and their role within it. This leading textbook provides a thorough and up-to-date understanding of the theories, approaches and practice of organisational change. It evaluates their usefulness and drawbacks, and sets them within the broad context of organisational life through the use of real-life examples.
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Bernard Burnes. This is an ideal undergraduate text that will also be valuable for experienced managers on masters programmes. It integrates the vast sweep of organisational theory and practice in a highly readable way. Every student and practitioner must have this. Mergers and Acquisitions. New technologies. New competitors. Rapid growth. Rapid decline.
Economic boom. Financial crisis. In order to maximise their success, organisations today need to adapt to a turbulent environment. Managing change is not easy. The purpose of this leading textbook is to help you understand and consider the theoretical approaches to change and to make sense of these in the light of practical examples. Managing Change is written for students on modules covering management, strategy and organisational change as part of undergraduate and postgraduate programmes.
From trial and error to the science of management The rise of organisation theory. The rise of commerce and the birth of the factory. Test your learning. Suggested further reading. Levels of strategy. Strategic planning tools. Approaches to change management. Theoretical foundations. Developments in organisation theory From certainty to contingency. The Human Relations approach. The Contingency Theory approach. In search of new paradigms Learning objectives.
The CultureExcellence approach. The Japanese approach to management. Organisational learning. Critical perspectives on organisation theory Postmodernism realism and complexity. The postmodern perspective. The realist perspective. The complexity perspective.
Culture power politics and choice. The cultural perspective. The powerpolitics perspective. Strategy development and change management past present and future. Approaches to strategy Managerial choice and constraints. Applying strategy Models levels and tools. Types of strategy. The frequency and magnitude of organisational change. Developments in change management The Emergent approach and beyond.
From Planned to Emergent change. The Emergent approach to change. A framework for change Approaches and choices. Varieties of change. A framework for change. A framework for employee involvement. A framework for choice. Organisational change and managerial choice. The Choice ManagementChange Management model. Management roles and responsibilities. Globalisation and the challenge of change. The managers role. Management and leadership. Management development. Management leadership and change.
Summary and conclusions. Case Study 7. Case Study 2. Case Study 6. Case Study 8. Case Study
Bernard Burnes. The main approaches on strategy development, management and leadership are linked to the processes of organisational change. A wide-ranging selection of case studies provides illustrations of change in a real-world context. This fourth edition reviews the growing influence of the Internet and globalisation, with particular emphasis on topics such as sustainability, workforce diversity and business ethics.
Managing Change : A Strategic Approach to Organisational Dynamics
Jump to navigation. A: Development of work organization and the rise of organization theor y B: Developments in organizational theory and practice C: New organizational paradigms D: Postmodernism, realism and complexity approaches E: Organizational culture, power and choices F: Streams to strategy G: Models and tools for applying strategy H: Planned change I: Emergent change J: A change framework Back to top A: Development of work organization and the rise of organization theor y Organizations were unknown till the industrial revolution. Since years ago, we have developed towards an organizational society. Before the industrial revolution: there was especially small scale and self sufficient agricultural production and most people lived in the country side.
Bernard Burnes: Choices, Contexts, and Changes
He is the sole author of a leading textbook on change management, over a number of editions, which have seen his text incorporate and expand the major change issues of the day. And his work which draws together and theorizes the relation between leadership and change is set out. In key areas of change management, Burnes has been a pathfinder. His ongoing commitments to addressing the major problems of the world, particularly in relation to the environment and sustainability and the approaches to social changes that are required draw the chapter to its conclusion. Skip to main content.