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• Cover
• Title
• List of figures
• List of boxes
• Journal research cases
• Acknowledgements
• Preface to the second edition
• The purpose of the book
• The approach of the book
• The organisation of the chapters
• The organisation of the book
• Walkthrough of textbook features
• Part 1 Introduction
• Chapter 1 The managing change conundrums
• Introduction
• The managing change conundrums
• Summary
• Key readings
• Chapter 2 Organisational change classifications
• Learning outcomes
• Introduction
• Managerial approaches
• – Classifying organisational change
• – The change classifications framework
• Critical perspective
• – The change classifications framework as a point of view
• – Complexity theories and organisational change
• – Postmodernism and organisational change
• Concluding commentary
• Case study: applying theory to practice
• – Greenshires County Council in shock restructuring
• Discussion questions
• Key readings
• Chapter 3 History and organisational change
• Learning outcomes
• Introduction
• Managerial approaches
• – Popular management writing
• Critical perspective
• – Historiography and organisational change
• Concluding commentary
• Case study: applying theory to practice
• – Reflecting upon the NHS Next Stage Review
• Discussion questions
• Key readings
• Chapter 4 The role of paradigms and perspectives
• Learning outcomes
• Introduction
• Managerial approaches
• – Paradigms of/for change
• – Perspectives on organisational change
• Critical perspective
• – What constitutes a critical perspective?
• – Why adopt a critical perspective towards managing change?
• Concluding commentary
• Case study: applying theory to practice
• – Identifying perspectives and paradigms in four journal papers
• Discussion questions
• Key readings
• Part 2 External And Internal Change Contexts
• Chapter 5 Why organisations change
• Learning outcomes
• Introduction
• Managerial approaches
• – Triggers and drivers of organisational change
• – Contextualist approaches to organisational change
• Critical perspective
• – Life-cycles, teleology, dialectics and evolution
• – New institutional theory
• – Management fads and fashions
• Concluding commentary
• Case study: applying theory to practice
• – Changing times at Factory Bank
• Discussion questions
• Key readings
• Chapter 6 Organisational design and change
• Learning outcomes
• Introduction
• Managerial approaches
• – The challenges of organisational design
• – Theorising organisational design
• – Changing forms, processes and boundaries
• Critical perspective
• – Dualities in forms of organising
• Concluding commentary
• Case study: applying theory to practice
• – New organisational forms at the University of Midchester
• Discussion questions
• Key readings
• Chapter 7 Strategic-level change
• Learning outcomes
• Introduction
• Managerial approaches
• – Strategy and strategic change
• – Planned approaches to change
• – Managing mergers and acquisitions
• Critical perspective
• – Emergent approaches to change
• – Questioning strategic change
• – Critically reviewing mergers and acquisitions
• Concluding commentary
• Case study: applying theory to practice
• – Strategic change at Higson’s Plastic Parts
• Discussion questions
• Key readings
• Chapter 8 Group- and team-level change
• Learning outcomes
• Introduction
• Managerial approaches
• – Groups and teams in organisations
• – Group and team involvement in organisational change
• – Socio-technical systems approaches
• Critical perspective
• – Critique of groups and teams research
• – The tyranny of teamworking ideology
• Concluding commentary
• Case study: applying theory to practice
• – All change in the technical support team
• Discussion questions
• Key readings
• Chapter 9 Individual-level change
• Learning outcomes
• Introduction
• Managerial approaches
• – Understanding individuals
• – Explaining processes of individual change
• – Managing individuals through organisational change
• Critical perspective
• – Covert dimensions of organisational change
• – Questioning the role of pain in organisational change
• Concluding commentary
• Case study: applying theory to practice
• – Experiencing change in Greenshires County Council
• Discussion questions
• Key readings
• Part 3 Managing Change
• Chapter 10 The leadership of change
• Learning outcomes
• Introduction
• Managerial approaches
• – Leaders, leadership and management
• – Studying leaders and leadership
• – Transformational and visionary leadership
• – Leading change
• Critical perspective
• – Critique of Kotter and transformational leadership
• – Leadership as dangerous, dysfunctional and devious
• Concluding commentary
• Case study: applying theory to practice
• – Leading change in Crusty Bakeries
• Discussion questions
• Key readings
• Chapter 11 Change communications
• Learning outcomes
• Introduction
• Managerial approaches
• – Communicating change
• – Communicating change barriers and blockages
• Critical perspective
• – Change communications as rhetoric
• – Change communications as discourse
• Concluding commentary
• Case study: applying theory to practice
• – Communications about a new job evaluation scheme
• Discussion questions
• Key readings
• Chapter 12 Resistance to change
• Learning outcomes
• Introduction
• Managerial approaches
• – The what, why and how of resisting change
• – Managing resistance to change
• Critical perspective
• – Change and stability
• – Change-agent-centric thinking
• – Rethinking resistance and resistance terminology
• Concluding commentary
• Case study: applying theory to practice
• – Resistance to change in Happy Homes call centre
• Discussion questions
• Key readings
• Chapter 13 Cultural change
• Learning outcomes
• Introduction
• Managerial approaches
• – National cultural contexts
• – Managerial interest in organisational culture
• – Defining and classifying organisational cultures
• – Managing cultural change
• Critical perspective
• – The manageability of cultural change?
• – Culture as an impediment to organisational change
• Concluding commentary
• Case study: applying theory to practice
• – Midlands Building Society
• Discussion questions
• Key readings
• Chapter 14 Organisational learning
• Learning outcomes
• Introduction
• Managerial approaches
• – Approaches to learning
• – Organisational learning
• – The learning organisation
• Critical perspective
• – Critically reviewing organisational learning and learning organisations
• – Organisational forgetting
• Concluding commentary
• Case study: applying theory to practice
• – Manufacturing videotapes: fast-forward to the future
• Discussion questions
• Key readings
• Part 4 Developments In Managing Change
• Chapter 15 Power, politics and organisational change
• Learning outcomes
• Introduction
• Managerial approaches
• – Theorising power and politics
• – Power, politics and organisational change
• Critical perspective
• – Power: a radical view
• – Power and strategic change
• Concluding commentary
• Case study: applying theory to practice
• – Funding crisis at Musicians in the Community
• Discussion questions
• Key readings
• Chapter 16 Ethics and managing change
• Learning outcomes
• Introduction
• Managerial approaches
• – Introducing business ethics
• – Managing change ethical challenges
• – Psychological contracts and organisational change
• – Ethical codes
• Critical perspective
• – Against business ethics
• – Ethics and globalisation
• – Towards managing change ethically
• Concluding commentary
• Case study: applying theory to practice
• – Financial Futures, Oakley’s Plastic Mouldings, Greenshires Loans and Savings, and Beautiful Bespoke Jewellery
• Discussion questions
• Key readings
• Chapter 17 Change agents and agency
• Learning outcomes
• Introduction
• Managerial approaches
• – Change agents and agency
• – Managing change tools and techniques
• – Managing change as managing projects
• Critical perspective
• – Critically questioning change agents and agency
• – Critique of managing projects as managing change
• Concluding commentary
• Case study: applying theory to practice
• – The 23rd Annual Power Tools Manufacturing Conference
• Discussion questions
• Key readings
• Chapter 18 HR and managing change
• Learning outcomes
• Introduction
• Managerial approaches
• – HR involvement in managing change
• – Managing diversity changes
• Critical perspective
• – Critically questioning HR involvement in managing change
• – The rhetoric of managing diversity
• Concluding commentary
• Case study: applying theory to practice
• – Reflecting upon HR change agency roles
• Discussion questions
• Key readings
• Chapter 19 Technological change
• Learning outcomes
• Introduction
• Managerial approaches
• – The meaning of technology
• – Studying technological change
• – The contribution of innovation theories
• Critical perspective
• – Deterministic perspectives
• – Emergent perspectives
• – Labour process perspectives
• Concluding commentary
• Case study: applying theory to practice
• – Technological change at Perfect Properties
• Discussion questions
• Key readings
• Part 5 Conclusions
• Chapter 20 Evaluating managing change
• Introduction
• The temporal mysteries of managing change
• Evaluating outcomes of managing change
• – In search of the 70% failure rate
• – Explaining organisational change failure
• – Potential pitfalls of evaluating organisational change outcomes
• Evaluating the study of managing change
• – What are the strengths of how managing change is studied?
• – What are the weaknesses of how managing change is studied?
• – What are the opportunities for developing the study of managing change?
• – What are the threats to the continued study of managing change?
• Appendix – The organisational change field guide
• 1 Action learning
• 2 Appreciative inquiry
• 3 Balanced scorecard
• 4 Benchmarking
• 5 Business process reengineering
• 6 Coaching
• 7 Customer relationship management
• 8 Downsizing
• 9 Employee empowerment
• 10 High-performance work systems
• 11 Investors in People
• 12 Kaizen
• 13 Knowledge management
• 14 Lean Six Sigma
• 15 Learning organisation
• 16 Organisational development
• 17 Outsourcing
• 18 Strategic alliances
• 19 Supply chain management
• 20 Total quality management
• References
• Index