دانلود کتاب Managing Change

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Cover......Page 1
Title Page......Page 4
Copyright Page......Page 5
Dedication......Page 6
Contents......Page 8
Foreword......Page 13
Acknowledgements......Page 20
Part 1 Introduction to change management: fundamental questions for organizations......Page 24
Case Study 1.1: Minimal change can be best option: Why Berlin snack bar resisted change......Page 26
Introduction......Page 27
Why change?......Page 28
Individual, group or system change?......Page 31
What about resistance?......Page 36
Who are the change agents?......Page 43
Change: how often and how much?......Page 47
Conclusions......Page 52
Suggested further reading......Page 54
Case Study 1.2: Managing fast and slow in a world that keeps accelerating......Page 55
Part 2 The rise and fall of the rational organization......Page 58
Case Study 2.1: The private sector must learn to bend like its public rivals: Agile working......Page 60
Introduction......Page 62
The rise of commerce and the birth of the factory......Page 65
Organisation theory: the Classical approach......Page 71
Conclusions......Page 86
Test your learning......Page 90
Suggested further reading......Page 91
Case Study 2.2: Nissan’s approach to supplier development......Page 92
Case Study 3.1: How to set staff free without plunging them into chaos......Page 96
Introduction......Page 97
The Human Relations approach......Page 99
The Contingency Theory approach......Page 116
Conclusions......Page 129
Suggested further reading......Page 131
Case Study 3.2: Jobs International (India) Ltd......Page 132
Case Study 4.1: Cultural pressure at Tesco to over-reach caused crisis......Page 136
Introduction......Page 137
The Culture-Excellence approach......Page 141
Test your learning......Page 167
Suggested further reading......Page 168
Case Study 4.2: The transformation of XYZ Construction: Phase 1 – culture change......Page 169
Case Study 5.1: Toray’s carbon fibre ambition gains pace......Page 172
Introduction......Page 173
The Japanese approach to management......Page 175
Organisational learning......Page 188
Sustainability – a paradigm changer?......Page 198
Case Study 5.2: Cargill and Bunge refuse to cut ties with palm oil trader......Page 200
Conclusions......Page 202
Test your learning......Page 207
Websites......Page 208
Case Study 5.3: Preparing for life after ‘peak stuff’: sustainability pioneering companies are suggesting that customers buy fewer of some products......Page 209
Case Study 6.1: Toppling bureaucracy......Page 211
Introduction......Page 213
The postmodern perspective......Page 215
The realist perspective......Page 225
The complexity perspective......Page 229
Conclusions......Page 235
Test your learning......Page 236
Suggested further reading......Page 237
Case Study 6.2: The independent music community in South Korea......Page 238
Case Study 7.1: Dealmakers need new tools to predict M&A culture clash......Page 242
Introduction......Page 243
The cultural perspective......Page 245
The power–politics perspective......Page 270
Managing and changing organisations: bringing back choice......Page 281
Conclusions......Page 285
Suggested further reading......Page 287
Case Study 7.2: After 17 Harvard case studies, Haier starts a fresh spin cycle......Page 288
Part 3 Understanding change......Page 292
Case Study 8.1: Nestlé picks outsider to help it adapt......Page 294
Introduction......Page 295
Understanding strategy: origins, definitions and approaches......Page 297
Case Study 8.2: The master strategist: Michael Porter......Page 308
Case Study 8.3: The great iconoclast: Henry Mintzberg......Page 310
Case Study 8.4: Tata in new talks to save Port Talbot: Joint venture with German rival under discussion. Future of UK units remains unclear......Page 312
Applying strategy......Page 317
Case Study 8.5: Company leaders need battlefield values......Page 319
Understanding strategy: choices and constraints......Page 329
Conclusions......Page 339
Suggested further reading......Page 341
Case Study 8.6: Transformation in the automobile industry......Page 342
Case Study 9.1: Happy workplaces are the building blocks of success......Page 346
Introduction......Page 348
The Planned approach: from Lewin to organization development (OD)......Page 349
Phases of Planned change......Page 363
The origins of OD......Page 364
The changing nature of OD......Page 366
Planned change and OD: summary and criticisms......Page 369
Conclusions......Page 373
Test your learning......Page 374
Websites......Page 375
Case Study 9.2: The transformation of XYZ Construction: Phase 2 – change of structure......Page 376
Case Study 10.1: ‘Great implosion’ leaves US cable groups reeling as Netflix gains ground......Page 380
Introduction......Page 381
From Planned to Emergent change......Page 384
Emergent change......Page 386
Emergent change: summary and criticisms......Page 406
Emergence......Page 411
The renaissance of OD......Page 414
Conclusions......Page 415
Test your learning......Page 416
Websites......Page 417
Case Study 10.2: Oticon – the disorganised organisation......Page 418
Case Study 11.1: John Lewis: A Rather Civil Partnership......Page 422
Introduction......Page 424
Varieties of change......Page 425
A framework for change......Page 429
A framework for employee involvement......Page 433
A framework for choice......Page 434
Conclusions......Page 436
Test your learning......Page 438
Websites......Page 439
Case Study 11.2: Large-scale change in the NHS: the Social Mobilising Approach......Page 440
Part 4 Managing choice......Page 444
Case Study 12.1: Manufacturers face a bumpy road to electric success......Page 446
Introduction......Page 448
The Choice Management–Change Management model......Page 450
Case Study 12.2: The development of MSN......Page 465
Test your learning......Page 467
Websites......Page 468
Case Study 12.3: The rise and fall of Marconi......Page 469
Case Study 13.1: Revolution hits the Rolls-Royce factory floor......Page 473
Introduction......Page 475
The change process......Page 477
Case Study 13.2: The importance of commitment......Page 486
Case Study 13.3: Changing customers’ behaviour......Page 491
Case Study 13.4: Gaining commitment......Page 496
Conclusions......Page 500
Suggested further reading......Page 502
Case Study 13.5: Organisational change: the role of values......Page 503
Case Study 14.1: Burberry looks to get back in fashion with new Chief Executive......Page 507
Introduction......Page 508
Globalisation and the challenge of change......Page 512
The manager’s role......Page 518
Management and leadership......Page 524
Management development......Page 538
Management, leadership and change......Page 547
Conclusions......Page 550
Test your learning......Page 553
Suggested further reading......Page 554
Case Study 14.2: Midshires College of Midwifery and Nursing......Page 555
Bibliography......Page 558
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