Developing strategies for change / John Darwin ... [et al.]
By: Darwin, John, Ph. D
.
Contributor(s): Johnson, Phil | McAuley, John.
Material type: 
BookPublisher: Harlow, Sussex : Financial Times Prentice Hall, 2002Description: ix, 350 p. ; 25 cm.Content type: text Media type: unmediated Carrier type: volumeISBN: 0273646753; 9780273646754.Subject(s): Strategic planning | Business and Management | Business strategy | Management & management techniquesDDC classification: 658.4012 | 658.406 DAR | Item type | Current library | Call number | Copy number | Status | Barcode | |
|---|---|---|---|---|---|---|
| General lending | MTU Bishopstown Library Lending | 658.4012 (Browse shelf(Opens below)) | 1 | Available | 00078681 | |
| General lending | MTU Bishopstown Library Lending | 658.4012 (Browse shelf(Opens below)) | 1 | Available | 00078692 | |
| General lending | MTU Bishopstown Library Lending | 658.4012 (Browse shelf(Opens below)) | 1 | Available | 00078703 | |
| General lending | MTU Kerry North Campus Library First Floor Main | 658.406 DAR (Browse shelf(Opens below)) | 0 | Available | 38888000798284 | |
| General lending | MTU Kerry North Campus Library First Floor Main | 658.406 DAR (Browse shelf(Opens below)) | 0 | Available | 38888000795199 |
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Enhanced descriptions from Syndetics:
Appropriate for final year undergraduate students in Business and Management Studies and Masters. Also relevant for middle and senior managers, and people working as consultants. The aim of this book is to help the student gain a critical understanding of the core debates in strategy and change. After an exploration of the dominant approaches to strategy, the way in which these approaches relate to change is examined. By exploring how individuals respond to, and understand their own organizations, the authors introduce the concept of management mind sets, which are influenced by the dominant culture of the organisation, to discover how they influence strategic formula and responses to change. Other radical approaches to strategy are also examined.
Includes bibliographical references and index.
Introduction -- Part 1: Issues in strategy and change -- The rationalist approach to strategy and change -- Culture and change management Essential debate or essentially a digression? -- Mindsets and paradigms The individual and the organisation in times of change -- Part 2: New approaches to change and power -- Conceptualisations of management power in strategies for change -- Critical theory and social constructivism -- Postmodernist views of strategy and change -- Complexity, power and change -- Part 3: Linking change to current themes -- Change and the design of organisations -- The ecological metaphor -- Part 4: How does it all happen? -- Choices in change - Change through the strategic recipe and change through understanding -- Action research and whole systems events Two change methodologies with promise -- Conclusions: Reflecting the reflexive.
This title seeks to provide a critical examination of rationalist approaches to strategy to enable readers to gain an understanding of the processes of strategy. It also analyses the role of culture and power in shaping the management mind-set.
Table of contents provided by Syndetics
- Part I Issues In Strategy And Change
- 1 Introduction
- 2 The Rationalist Approach to Strategy and Change
- 3 Culture and Change Management: Essential Debate or Essentially a Digression?
- 4 Mindsets
- 5 The Individual and the Organization in Times of Change
- 6 The Management of Power in Strategy and Change
- Part II New Approaches To Change: The Contribution Of Theory
- 7 Critical Theory and Constructivism
- 8 Implications of Postmodernism for Strategy and Change
- 9 Complexity and Change
- Part III Linking Change To Current Themes
- 10 Change and New Organisational Forms
- 11 Change, Ethics and Ecology: The Moral Dimension
- Part IV How Does It All Happen?
- 12 Choices in Change
- 13 Change Through the Strategic Recipe and Change Through Understanding
- 14 Action Research and Whole Systems Interventions: Two Change Methodologies with Promise
- 15 Conclusions
- 16 New Directions in Strategy and Change
Author notes provided by Syndetics
Philip Johnson served as the first Director of Architecture at the Museum of Modern Art in 1932. In the seven decades since then, Johnson has designed some of America's landmarks, most notably his own home, the Glass House in New Canaan, Connecticut.