Enhanced descriptions from Syndetics:

This text provides management students and practising managers with an understanding of, and a guide to, managing the complexities of organizational change effectively. It discusses the techniques and methods that can be used to aid such change.

Table of contents provided by Syndetics

• Acknowledgments (p. xii)
• Introduction (p. 1 - 9)
• Part 1 The rise and fall of the rational organization (p. 1)
• 1 From trial and error to the science of management (p. 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 (p. 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 (p. 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 (p. 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 (p. 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 2 Strategy development and change management: past, present and future (p. 1)
• 6 Approaches to strategy (p. 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 (p. 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 (p. 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 (p. 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 (p. 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 3 Managing choice
• 11 Organisational change and managerial choice (p. 59)
• Learning objectives
• Introduction
• The Choice Management-Change Management model
• Conclusions
• Test your learning
• Case study 11
• 12 Management - roles and responsibilities (p. 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 (p. 93)
• Glossary (p. 22)
• Index

Author notes provided by Syndetics

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