Managing Change examines the concept and practice of change within the broader context of the history, literature and theories of management. The main approaches on strategy development, management and leadership are linked to the processes of organisational change. A wide-ranging selection of case studies provides illustrations of change in a real-world context.
This fourth edition reviews the growing influence of the Internet and globalisation, with particular emphasis on topics such as sustainability, workforce diversity and business ethics. The author encourages critical reflection on areas such as post-modernism, realism and complexity theory, and explores in depth the influence of culture, power and politics. There is also practical guidance on the planning and implementation of change.
Managing Change is suitable for students on modules covering management, strategy and organisational change as part of undergraduate, MBA and MA programmes.
Key Features:
- Change within the broad context ofmanagement theory and strategy
- 10 real-life cases from a range of sectors and countries
- Practical guidance on the planning and implementation of change
- New chapters covering culture, power & politics, and frameworks for change
- Website providing teaching notes and presentation slides
Bernard Burnes is Senior Lecturer in Management in the School of Management at UMIST, Manchester.
On the third edition
"This text is unique in demonstrating clearly the linkages between corporate strategy, organisational behaviour and the management of change – subjects that are often treated separately. Complex issues are presented with an admirable clarity of style, supported by interesting and varied case illustrations. An ideal undergraduate text that will also be valuable for post-experience managers on masters programmes."
David Buchanan, Professor of Orgnanisational Behaviour, School of Business, De Montfort University
On the fourth edition
"This is the essential and definitive text on change management. It integrates the vast sweep of organisational theory and practice in a highly readable way. Every student and practitioner of change must have this."
Michael Griffin, Director of Human Resources, King's College Hospital NHS trust
