Enhanced descriptions from Syndetics:

This is a core textbook for all courses in change management. It examines all of the key theories on organizational change and applies them to organizational settings to demonstrate how strategies can be devised and employed to help manage organizational change and the issues it precipitates. Taking quite a practical approach, students are helped to apply theory to real-world scenarios through the use of experiential learning and cases.   Companion Website: http://www.palgrave.com/business/hayes2/index.html

Table of contents provided by Syndetics

• List of figures (p. xiii)
• List of tables (p. xv)
• List of case studies (p. xvi)
• Preface (p. xvii)
• Acknowledgements (p. xxi)
• List of abbreviations and acronyms (p. xxii)
• Part I Core concepts (p. 1)
• 1 The nature of change (p. 3)
• The rate of change is not constant (p. 3)
• The punctuated equilibrium paradigm (p. 4)
• The gradualist paradigm (p. 9)
• The nature of change confronting most organisations (p. 11)
• The possibility of anticipating change (p. 14)
• A typology of organisational change (p. 14)
• Implications of different types of change for change management practice (p. 17)
• New patterns of change (p. 19)
• The impact of change on organisational members (p. 19)
• Conclusion (p. 21)
• Summary (p. 27)
• References (p. 28)
• 2 Organisational effectiveness and the role of change management (p. 30)
• Assessing organisational effectiveness (p. 30)
• The assessment of effectiveness in your organisation (p. 37)
• Change agency and organisational effectiveness (p. 37)
• Voluntarism and change agency (p. 39)
• Beliefs about change agency (p. 40)
• Beliefs about change agency in your organisation (p. 42)
• Summary (p. 42)
• References (p. 43)
• 3 Systems models and alignment (p. 44)
• Open-systems theory (p. 44)
• Contingency theories (p. 46)
• Alignment as a determinant of organisation effectiveness (p. 47)
• A congruence model of organisations (p. 51)
• The utility of the concept of alignment (p. 54)
• Summary (p. 54)
• References (p. 57)
• 4 Organisational learning and organisational effectiveness (p. 58)
• The nature of strategy and strategic change management (p. 58)
• Organisational learning (p. 61)
• The role of knowledge transfer in organisational learning (p. 65)
• Impediments to organisational learning (p. 67)
• Summary (p. 74)
• References (p. 74)
• 5 Process models of change (p. 76)
• The nature of change as a process (p. 79)
• Stages in the process of managing change (p. 81)
• Key steps in the change process (p. 82)
• Managing the people issues (p. 87)
• Summary (p. 89)
• References (p. 89)
• Part II Recognising and diagnosing the need for change (p. 91)
• 6 Recognising the need for change and starting the change process (p. 93)
• Recognising the need for change (p. 93)
• Translating recognition of need for change into desire for change (p. 99)
• Doing something about it: starting the change process (p. 101)
• Establishing a change relationship (p. 102)
• Summary (p. 106)
• References (p. 106)
• 7 Diagnostic models (p. 107)
• The role of models in organisational diagnosis (p. 107)
• Using models for diagnosis (p. 113)
• Different models for organisational diagnosis (p. 114)
• Revising your personal model of organisational functioning (p. 123)
• Summary (p. 127)
• References (p. 127)
• 8 Gathering and interpreting information for diagnosis (p. 129)
• Selecting a diagnostic model (p. 129)
• Clarifying information requirements (p. 129)
• Information gathering (p. 132)
• Analysis (p. 136)
• Interpretation (p. 138)
• Political considerations (p. 140)
• Summary (p. 141)
• References (p. 145)
• Part III Managing the people issues (p. 147)
• 9 Power, politics and stakeholder management (p. 151)
• Organisations as political arenas (p. 151)
• Power (p. 152)
• Stakeholders (p. 153)
• Which stakeholders should be taken into account by change managers? (p. 154)
• A lifecycle approach to stakeholder management (p. 155)
• Managing stakeholders (p. 159)
• Summary (p. 166)
• References (p. 167)
• 10 The role of leadership in change management (p. 168)
• Differences between leadership and management (p. 168)
• Managerial work, in times of change, is increasingly a leadership task (p. 170)
• The collective nature of leadership (p. 170)
• A checklist for leading change (p. 173)
• Summary (p. 175)
• References (p. 176)
• 11 Communicating change (p. 177)
• Features of communication networks (p. 177)
• Communication strategies (p. 180)
• Organisational silence: a major barrier to change (p. 183)
• Interpersonal effects on the quality of communication (p. 187)
• Summary (p. 190)
• References (p. 192)
• 12 Training and development (p. 193)
• Achieving a 'match' between organisational members and changing task demands (p. 193)
• A systematic approach to training (p. 194)
• Training for change: the Australian experience (p. 198)
• Summary (p. 200)
• References (p. 201)
• 13 Motivating others to change (p. 203)
• Organisational commitment and the level of support for change (p. 203)
• Reasons for resisting specific changes (p. 205)
• Expectancy theory and the motivation to support or resist change (p. 207)
• Assessing the availability of valued outcomes (p. 209)
• Expectancies about effort-performance and performance-outcome relationships and equity of net benefits (p. 212)
• Resistance and the need to motivate people to change (p. 216)
• Summary (p. 220)
• References (p. 220)
• 14 Managing personal transitions (p. 221)
• The nature of personal transitions (p. 221)
• The personal cost of coping with transitions (p. 223)
• Adjusting to organisational change (p. 225)
• Organisational change and personal transition (p. 227)
• A model of change as a transition (p. 227)
• The stages of psychological reaction (p. 228)
• Validation of the model (p. 231)
• Some observations on the stage model of transitions (p. 231)
• Implications for individuals and change managers (p. 232)
• Facilitating progress through a transition (p. 232)
• Summary (p. 236)
• References (p. 236)
• Part IV Shaping implementation strategies and managing the change (p. 239)
• 15 Shaping implementation strategies (p. 241)
• The trap of success (p. 244)
• Effective change strategies (p. 245)
• The third way: a combined economic/OD strategy (p. 248)
• Top management's reluctance to adopt a combined 'drive and develop' approach (p. 249)
• Situational variables that can shape an implementation strategy (p. 251)
• Alternative start points (p. 255)
• Summary (p. 256)
• References (p. 257)
• 16 Maintaining control during the change (p. 258)
• Develop and communicate a clear vision of the future state (p. 259)
• Appoint a transition manager (p. 259)
• Develop a transition plan (p. 260)
• Provide the resources for the transition (p. 260)
• Reward transition behaviours (p. 261)
• Use multiple and consistent leverage points for change (p. 261)
• Develop feedback mechanisms (p. 262)
• Summary (p. 263)
• References (p. 264)
• Part V Interventions (p. 265)
• 17 Types of intervention (p. 267)
• Four case studies (p. 267)
• A classification of interventions based on 'who does what' (p. 271)
• A classification of interventions based on focal issues (p. 278)
• Summary (p. 283)
• References (p. 283)
• 18 Action research (p. 285)
• Action research and organisational learning (p. 286)
• The process of action research (p. 289)
• Results from action research (p. 291)
• Summary (p. 292)
• References (p. 293)
• 19 Appreciative inquiry (p. 295)
• The social construction of reality (p. 295)
• A theory of intervention (p. 296)
• A methodology for intervening in organisations (p. 299)
• Applications (p. 305)
• Summary (p. 306)
• References (p. 307)
• 20 High-performance management (p. 308)
• 'Soft' and 'hard' models of HRM (p. 308)
• Theoretical foundations: how commitment strategies work (p. 310)
• The alignment of HRM practices (p. 313)
• Results from high-performance management systems (p. 314)
• Diagnosing external alignment (p. 315)
• Diagnosing internal alignment (p. 317)
• Summary (p. 318)
• References (p. 319)
• 21 Business process reengineering (p. 321)
• The nature of BPR (p. 321)
• The application of BPR (p. 324)
• Results from BPR (p. 327)
• Summary (p. 328)
• References (p. 329)
• 22 Selecting interventions (p. 330)
• Beware fashions and fads (p. 330)
• Factors indicating which interventions to use (p. 330)
• Where there is a need to use more than one type of intervention (p. 339)
• Sequencing interventions (p. 339)
• Summary (p. 342)
• References (p. 343)
• Part VI Keeping the change on track (p. 345)
• 23 Reviewing and sustaining change (p. 347)
• Managing the implementation stage of the change process (p. 347)
• Monitoring the implementation of the change plan (p. 348)
• The role of performance measures in the management of change (p. 351)
• The Balanced Scorecard (p. 352)
• Developing tools to help with implementation (p. 353)
• Sustaining the change (p. 355)
• Summary (p. 356)
• References (p. 357)
• Part VII Developing and maintaining helping relationships (p. 359)
• 24 Modes of intervening (p. 361)
• The hierarchical nature of interpersonal skills (p. 362)
• Intervention styles (p. 363)
• The goal of intervening (p. 369)
• Helping skills (p. 377)
• Summary (p. 379)
• References (p. 379)
• 25 Effective helping and the stages of the helping relationship (p. 380)
• Mode of intervening and the stage of the helping relationship (p. 381)
• Stages in the helping process (p. 382)
• Summary (p. 391)
• References (p. 391)
• Author index (p. 393)
• Subject index (p. 398)

Author notes provided by Syndetics