- Organizational change -- Management.
- 9781403992987 (pbk.)
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- Previous ed.: Basingstoke: Palgrave, 2002.
- Includes bibliographies and index.
- PART 1: CORE CONCEPTS - The Nature of Change - Organisational Effectiveness and the role of Change Management - Systems and Models - Organisational Learning and Organisational Effectiveness - Process Models of Change - PART 2: RECOGNISING AND DIAGNOSING THE NEED FOR CHANGE - Recognising the need for Change and Starting the Change Process - Diagnostic Models - Gathering and Interpreting Information for Diagnosis - PART 3: MANAGING PEOPLE - Power, Leadership and Stakeholder Management - Communication - Training and Development - Motivating Others to Change - Managing Personal Transitions - PART 4: SHAPING IMPLEMENTING STRATEGIES AND MANAGING THE TRANSITION - Shaping Implementation Strategies - Maintaining Control During the Change - PART 5: INTERVENTIONS - Types of Interventions - Action Research - Appreciative Inquiry - High Performance Management - Business Process Re-engineering - Selecting Interventions - PART 6: KEEPING CHANGE ON TRACK - Reviewing and Sustaining Change - PART 7: DEVELOPING AND MAINTAINING HELPING RELATIONSHIPS - Models of Intervening - Effective Helping and the Stages of the Helping Relationship - Conclusions.
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