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• Title Page
• Copyright Page
• Dedication
• Contents
• Foreword
• Acknowledgements
• Part 1 Introduction to change management: fundamental questions for organizations
• 1 Introduction to change management Fundamental questions for organisations
• Learning objectives
• Case Study 1.1: Minimal change can be best option: Why Berlin snack bar resisted change
• Introduction
• Why change?
• Individual, group or system change?
• What about resistance?
• Who are the change agents?
• Change: how often and how much?
• Conclusions
• Test your learning
• Suggested further reading
• Websites
• Case Study 1.2: Managing fast and slow in a world that keeps accelerating
• Part 2 The rise and fall of the rational organization
• 2 From trial and error to the science of management The rise of organisation theory
• Learning objectives
• Case Study 2.1: The private sector must learn to bend like its public rivals: Agile working
• Introduction
• The rise of commerce and the birth of the factory
• Organisation theory: the Classical approach
• Conclusions
• Test your learning
• Suggested further reading
• Websites
• Case Study 2.2: Nissan’s approach to supplier development
• 3 Developments in organisation theory From certainty to contingency
• Learning objectives
• Case Study 3.1: How to set staff free without plunging them into chaos
• Introduction
• The Human Relations approach
• The Contingency Theory approach
• Conclusions
• Test your learning
• Suggested further reading
• Websites
• Case Study 3.2: Jobs International (India) Ltd
• 4 The Culture-Excellence paradigm
• Learning objectives
• Case Study 4.1: Cultural pressure at Tesco to over-reach caused crisis
• Introduction
• The Culture-Excellence approach
• Conclusions
• Test your learning
• Suggested further reading
• Websites
• Case Study 4.2: The transformation of XYZ Construction: Phase 1 – culture change
• 5 Alternative paradigms: Japanese management, organisational learning and the need for sustainabilit
• Learning objectives
• Case Study 5.1: Toray’s carbon fibre ambition gains pace
• Introduction
• The Japanese approach to management
• Organisational learning
• Sustainability – a paradigm changer?
• Case Study 5.2: Cargill and Bunge refuse to cut ties with palm oil trader
• Conclusions
• Test your learning
• Suggested further reading
• Websites
• Case Study 5.3: Preparing for life after ‘peak stuff’: sustainability pioneering companies are s
• 6 Critical perspectives on organisation theory Postmodernism, realism and complexity
• Learning objectives
• Case Study 6.1: Toppling bureaucracy
• Introduction
• The postmodern perspective
• The realist perspective
• The complexity perspective
• Conclusions
• Test your learning
• Suggested further reading
• Websites
• Case Study 6.2: The independent music community in South Korea
• 7 Culture, power, politics and choice
• Learning objectives
• Case Study 7.1: Dealmakers need new tools to predict M&A culture clash
• Introduction
• The cultural perspective
• The power–politics perspective
• Managing and changing organisations: bringing back choice
• Conclusions
• Test your learning
• Suggested further reading
• Websites
• Case Study 7.2: After 17 Harvard case studies, Haier starts a fresh spin cycle
• Part 3 Understanding change
• 8 Approaches to strategy Managerial choice and constraints
• Learning objectives
• Case Study 8.1: Nestlé picks outsider to help it adapt
• Introduction
• Understanding strategy: origins, definitions and approaches
• Case Study 8.2: The master strategist: Michael Porter
• Case Study 8.3: The great iconoclast: Henry Mintzberg
• Case Study 8.4: Tata in new talks to save Port Talbot: Joint venture with German rival under discuss
• Applying strategy
• Case Study 8.5: Company leaders need battlefield values
• Understanding strategy: choices and constraints
• Conclusions
• Test your learning
• Suggested further reading
• Websites
• Case Study 8.6: Transformation in the automobile industry
• 9 Planned change and organization development (OD)
• Learning objectives
• Case Study 9.1: Happy workplaces are the building blocks of success
• Introduction
• The Planned approach: from Lewin to organization development (OD)
• Phases of Planned change
• The origins of OD
• The changing nature of OD
• Planned change and OD: summary and criticisms
• Conclusions
• Test your learning
• Suggested further reading
• Websites
• Case Study 9.2: The transformation of XYZ Construction: Phase 2 – change of structure
• 10 Developments in change management Emergence challenges Emergent change as OD strikes back
• Learning objectives
• Case Study 10.1: ‘Great implosion’ leaves US cable groups reeling as Netflix gains ground
• Introduction
• From Planned to Emergent change
• Emergent change
• Emergent change: summary and criticisms
• Emergence
• The renaissance of OD
• Conclusions
• Test your learning
• Suggested further reading
• Websites
• Case Study 10.2: Oticon – the disorganised organisation
• 11 A framework for change Approaches and choices
• Learning objectives
• Case Study 11.1: John Lewis: A Rather Civil Partnership
• Introduction
• Varieties of change
• A framework for change
• A framework for employee involvement
• A framework for choice
• Conclusions
• Test your learning
• Suggested further reading
• Websites
• Case Study 11.2: Large-scale change in the NHS: the Social Mobilising Approach
• Part 4 Managing choice
• 12 Organisational change and managerial choice Part 1: The choice process and the trajectory process
• Learning objectives
• Case Study 12.1: Manufacturers face a bumpy road to electric success
• Introduction
• The Choice Management–Change Management model
• Case Study 12.2: The development of MSN
• Conclusions
• Test your learning
• Suggested further reading
• Websites
• Case Study 12.3: The rise and fall of Marconi
• 13 Organisational change and managerial choice Part 2: The change process
• Learning objectives
• Case Study 13.1: Revolution hits the Rolls-Royce factory floor
• Introduction
• The change process
• Case Study 13.2: The importance of commitment
• Case Study 13.3: Changing customers’ behaviour
• Case Study 13.4: Gaining commitment
• Conclusions
• Test your learning
• Suggested further reading
• Websites
• Case Study 13.5: Organisational change: the role of values
• 14 Management, leadership and change
• Learning objectives
• Case Study 14.1: Burberry looks to get back in fashion with new Chief Executive
• Introduction
• Globalisation and the challenge of change
• The manager’s role
• Management and leadership
• Management development
• Management, leadership and change
• Conclusions
• Test your learning
• Suggested further reading
• Websites
• Case Study 14.2: Midshires College of Midwifery and Nursing
• Bibliography
• Glossary
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• Index
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