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The theory practice of change management pdf下载
Why are some organizations, such as Google, Toyota and Xerox, so successful, while others seem destined to fail? The answer lies in how they manage change. New technology and regulations, blurred organizational boundaries, and an increasingly globalized workforce present opportunities and threats that managers must address if organizations are to survive and prosper. John Hayes' best-selling textbook provides you with the skills you will need as a future manager or leader to identify the necessity for change and ensure its successful implementation. Its hands-on approach includes a number of 'change tools' that you can apply to various change scenarios, exercises which invite you to reflect on your experience of change in everyday life, and a host of case studies and examples based on real-life organizations worldwide. These practical features are underpinned by a theoretical framework presenting change as a flexible yet controlled sequence of activities. The fourth edition offers: - Two new chapters on process models of change and implementing change - A revised structure based on an updated theoretical framework focusing more on planning for change, individual and collective learning, leading and managing people issues - Brand new Managing change in practice features which link videos of experienced change practitioners discussing key topics to questions and exercises in the book - More international case studies and examples than ever. Visit www.palgrave.com/companion/hayes-change-management4 for access to voiced-over presentations on key topics, video interviews with change practitioners, additional case studies and much more.
The theory practice of change management pdf下载作者简介
John Hayes is Emeritus Professor of Change Management at Leeds University Business School, UK. John also helps to facilitate change in complex organizational settings and has worked for companies such as BP, Nestle, National Australia Group and the US Army.
The theory practice of change management pdf下载目录
PART I: MANAGING CHANGE: A PROCESS PERSPECTIVE 1. Process Models of Change 2. Leading Change: A Process Perspective 3. Patterns of Change PART II: RECOGNISING THE NEED FOR CHANGE 4. Recognising the Need or Opportunity for Change 5. Starting the Change 6. Building Change Relationships PART III: DIAGNOSING WHAT NEEDS TO BE CHANGED 7. Diagnosis 8. Gathering and Interpreting Information PART IV: LEADING AND MANAGING THE PEOPLE ISSUES 9. The Role of Leadership in Change Management 10. Power, Politics and Stakeholder Management 11. Communicating Change 12. Motivating Others to Change 13. Supporting Others through Change PART V: PLANNING 14. Shaping Implementation Strategies 15. Developing a Change Plan 16. Types of Intervention 17. Action Research 18. Appreciative Inquiry 19. Training and Development 20. High Performance Development 21. Business Process Reengineering 22. Lean 23. Culture Profiling 24. Selecting Interventions PART VI: IMPLEMENTING CHANGE AND REVIEWING PROGRESS 25. Implementing Change 26. Reviewing and Keeping the Change on Track PART VII: SUSTAINING CHANGE 27. Making Change Stick 28. Spreading Change PART VIII: LEARNING 29. Individual and Collective Learning 30. Pulling it All Together: A Case Study
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