MTU Library Catalogue

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Organizational change and development : a reflective guide for managers, trainers and developers / Bob Hamlin, Jane Keep, Ken Ash, [editors].

Contributor(s): Hamlin, Bob, 1940- | Keep, Jane | Ash, Ken.
Material type: materialTypeLabelBookPublisher: Harlow, England ; London ; New York : Financial Times Prentice Hall, 2000Description: xvii, 317 p. ; 25 cm. + pbk.ISBN: 0273638866.Subject(s): Organizational change | Personnel management | ManagementDDC classification: 658.406
Contents:
Part I: Organizational change and development practice in context -- Introduction / Ken Ash, Bob Hamlin and Jane Keep -- A review and synthesis of context and practice / Bob Hamlin -- Managers, trainers and developers as change agents / Bob Hamlin and Gron Davies -- The pathology of organizational change: a study of UK managers' experiences / Les Worrall, Cary Cooper and Fiona Campbell -- Part II: Practitioner perspectives on organizational change and development -- The change practitioner: perspectives on role, effectiveness, dilemmas and challenges / Jane Keep -- The complexity-clarity paradox / Alf Hatton -- Part III: Learning about change agency from the 'Reflections on practice' of other practitioners -- Introduction to the 'Reflections on Practice' case histories / Bob Hamlin -- Transformational and cultural change / Bob Hamlin -- Quality initiatives / Jane Keep -- Organizational development processes and interventions / Ken Ash -- Training and development initiatives / Bob Hamlin -- Part IV: Reflections on practitioner perspectives and reflections on practice -- Towards research-based organizational change and development / Bob Hamlin -- Change agency practice - the future / Jane Keep and Ken Ash -- Epilogue / Bob Hamlin, Jane Keep and Ken Ash.
Holdings
Item type Current library Call number Copy number Status Barcode
General lending MTU Bishopstown Library Lending 658.406 (Browse shelf(Opens below)) 1 Available 00097861
Total holds: 0

Enhanced descriptions from Syndetics:

Written jointly by practitioners and academics, the book provides the theoretical underpinnings behind organizational development and practical insights based on real case studies. The first section of the book brings together a review of current thinking in 2003. The middle section comprises a diverse selection of case histories which examine the role of the change agent, both in successes and failures. The final section of the book draws things together by highlighting where generalized insights appear to have emerged from the practice of the contributors, and gives some pointers for moving practice forward into the 21st century. Throughout, the benefit of reflective practice is encouraged and the commentary accompanying each case history demonstrates what can be learned from this. The main aim of the text is to help readers to appreciate more fully the complexities of bringing about organizational change and development, not least the cultural factors in the change process, and the value of using theory and rigorous internal research in a very conscious and focused way to inform, shape and measure their own change agency practice. public sector.

Includes bibliographical references and index.

Part I: Organizational change and development practice in context -- Introduction / Ken Ash, Bob Hamlin and Jane Keep -- A review and synthesis of context and practice / Bob Hamlin -- Managers, trainers and developers as change agents / Bob Hamlin and Gron Davies -- The pathology of organizational change: a study of UK managers' experiences / Les Worrall, Cary Cooper and Fiona Campbell -- Part II: Practitioner perspectives on organizational change and development -- The change practitioner: perspectives on role, effectiveness, dilemmas and challenges / Jane Keep -- The complexity-clarity paradox / Alf Hatton -- Part III: Learning about change agency from the 'Reflections on practice' of other practitioners -- Introduction to the 'Reflections on Practice' case histories / Bob Hamlin -- Transformational and cultural change / Bob Hamlin -- Quality initiatives / Jane Keep -- Organizational development processes and interventions / Ken Ash -- Training and development initiatives / Bob Hamlin -- Part IV: Reflections on practitioner perspectives and reflections on practice -- Towards research-based organizational change and development / Bob Hamlin -- Change agency practice - the future / Jane Keep and Ken Ash -- Epilogue / Bob Hamlin, Jane Keep and Ken Ash.

Table of contents provided by Syndetics

  • Part I Organisational Change and Development: Practice in Context
  • 1 Introduction
  • 2 Review of synthesis of context and practice
  • 3 Managers, trainers and developers as change agents
  • 4 The pathology of organizational change: a study of UK manager' experiences
  • Part II Practitioner Perspectives on Organizational Change and Development
  • 5 The change practitioner: perspective on role, effectiveness, dilemmas and challenges
  • 6 The complexity - clarity paradox
  • Part III Learning About Change Agency from the "Reflections on Practice" of Other Practitioners
  • 7 Transformational and cultural change
  • 8 Quality initiatives
  • 9 Organizational development processes and interventions
  • 10 Training and development initiatives
  • Part IV Reflections on Practitioner Perspectives and Reflections on Practice
  • 11 Towards research-based organizational change and development
  • 12 Change agency practice - the future
  • 13 Epilogue
  • Index