Managing Change examines the concept and practice of change within the context of the history, literature and theories of management. In particular, it links the process of change to the strategic development, management and leadership of organisations. The reader is encouraged to reflect critically on areas such as post-modernism, realism and complexity theory, and explores in depth the influence of culture, power and politics. The book is aimed at students of change management, strategy and organisational change as part of undergraduate, MBA and MA programmes. The following online resources support the text: *For Instructors: teaching manual, powerpoint slides

Table of Contents

Acknowledgments xii Introduction 1 - 9 Part One The rise and fall of the rational organization 1 1 From trial and error to the science of management 2 - 70 The rise of organisation theory Learning objectives Introduction The rise of commerce and the birth of the factory Organisation theory: the Classical approach Conclusions Test your learning Suggested further reading Case study 1 2 Developments in organisation theory 1- 52 From certainty to contingency Learning objectives Introduction The Human Relations approach The Contingency Theory approach Conclusions Test your learning Suggested further reading Case study 3 In search of new paradigms 1 - 98 Learning objectives Introduction The Culture--Excellence approach The Japanese approach to management Organisational learning Conclusions Test your learning Suggested further reading Case study 3 4 Critical perspectives on organisation theory 1 - 43 Postmodernism, realism and complexity Learning objectives Introduction The postmodern perspective The realist perspective The complexity perspective Conclusions Test your learning Suggested further reading Case study 4 5 Culture, power, politics and choice 1 - 64 Learning objectives Introduction The cultural perspective The power--politics perspective Managing and changing organisations: bringing back choice Conclusions Test your learning Suggested further reading Case study 5 Part Two Strategy development and change management: past, present and future 1 6 Approaches to strategy 2 - 53 Managerial choice and constraints Learning objectives Introduction Understanding strategy: origins, definitions and approaches Understanding strategy: choices and constraints Conclusions Test your learning Suggested further reading Case study 6 7 Applying strategy 1 - 51 Models, levels and tools Learning objectives Introduction Types of strategies Levels of strategy Strategic planning tools Conclusions Test your learning Suggested further reading Case study 7 8 Approaches to change management 1 - 56 Learning objectives Introduction Theoretical foundations The Planned approach to organisational change The frequency and magnitude of organisational change Conclusions Test your learning Suggested further reading Case study 8 9 Developments in change management 1 - 58 The Emergent approach and beyond Learning objectives Introduction The case against the Planned approach to organisational change The Emergent approach to change Emergent change: summary and criticisms Conclusions Test your learning Suggested further reading Case study 9 10 A framework for change 1 - 29 Approaches and choices Learning objectives Introduction Varieties of change A framework for change A framework for employee involvement A framework for choice Conclusions Test your learning Suggested further reading Case study 10 Part Three Managing choice 11 Organisational change and managerial choice 1 - 59 Learning objectives Introduction The Choice Management--Change Management model Conclusions Test your learning Case study 11 12 Management -- roles and responsibilities 1 - 75 Learning objectives Introduction Globalisation and the challenge of change The manager's role Management and leadership Management and leadership in action Managerial development Management, leadership and change Summary and conclusions Test your learning Suggested further reading Case study 12 Bibliography 1 - 93 Glossary 1 - 22 Index

Author Biography

Bernard Burnes is Professor of Organisational Change at Manchester Business School, University of Manchester.