Hayes, J: Theory and Practice of Change Management

PART I: MANAGING CHANGE: A PROCESS PERSPECTIVE.- 1. Process Models of Change.- 2. Leading Change.- PART II: RECOGNISING THE NEED FOR CHANGE.- 3. Patterns of Change.- 4. Sources of Change.- 5. Recognizing a Need or Opportunity for Change.- 6. Using Value Innovation to Proactively Identify Opportunities for Change.- 7. Starting the Change.- PART III: DIAGNOSING WHAT NEEDS TO BE CHANGED.- 8. Diagnosis.- 9. Gathering and Interpreting Information.- PART IV: PLANNING AND PREPARING FOR CHANGE.- 10. Shaping Implementation Strategies.- 11. Developing a Change Plan.- 12. Types of Interventions Based on Who Does What.- 13. Types of Interventions based on Issues to be Resolved.- 14. Selecting Interventions.- PART V: LEADING AND MANAGING THE PEOPLE ISSUES.- 15. Building Change Relationships.- 16. The Role of Leadership.- 17. Power, Politics and Stakeholder Management.- 18. Responsible Change Management.- 19. Managing Context to Promote Ethical Practice.- 20. Communicating Change- 21. Motivating others to Change.- 22. Supporting others through Change.- PART VI: IMPLEMENTING CHANGE AND REVIEWING PROGRESS.- 23. Implementing Change.- 24. Reviewing and Keeping the Change on Track.- PART VII: SUSTAINING CHANGE.- 25. Making the change stick. 26. Spreading the change.- PART VIII: LEARNING.- 27. Change Managers Learning from their Own Experience.- 28. Facilitating Collective Learning.- 29. Pulling it All Together: A Concluding Case Study.

John Hayes is Emeritus Professor of Change Management at Leeds University Business School, UK and has been a regular contributor to executive programmes at Rotterdam School of Management, Copenhagen Business School, University of Aarhus, USI Università della Svizzera Italiana and Singapore Management University. John also helps to facilitate change in complex organizational settings and has worked for a wide range of private sector companies, including Six Swiss Exchange (Zurich Stock Exchange), KU, iQuest, GNER, National Australia Group, Yorkshire Bank, British Gas, BT, ICI, Lucas, Delphi, BP, Occidental Petroleum, Bawden Drilling, Glaxo, Reckitt and Coleman (pharmaceuticals), DLApiper, Ladbrokes and Nestle. He has also worked for a range of public sector organisations such as the NHS and Benefits Agency, charities such as NACRO, and the American Army, RAF, and MOD.

Technological advances, a globalized workforce and seismic world events mean that change is a constant feature of organizational life today. The consequences of not managing change effectively can be devastating. How can managers embrace change and communicate its benefits to stakeholders? How can organizations ensure the ongoing success of change? John Hayes’s bestselling textbook equips you with the practical tools and academic knowledge to tackle these questions and more. Its unique underpinning framework, based on a process model of change, will help you to view change as purposeful and ordered, rather than something chaotic and unmanageable.
Offering unrivalled breadth, this sixth edition covers all of the key theories, tools and techniques of organizational change you'll need for success on your course:

• Coverage of ‘big-bang’ disruptions offers a framework for dealing with unforeseen global events like pandemics, economic instability and climate change
• Updated research reports present the latest theory in the field
• New learning objectives, reflective questions and experiential exercises help you to consolidate your learning and revise effectively
• Increased coverage of SMEs, public sector organizations and family businesses, as well as new international case studies, highlights change in diverse sectors

Visit www.macmillanihe.com/Hayes-6e for an array of resources to support teaching and learning, including narrated audio-visual tutorials, a testbank, interactive quizzes, detailed case study briefings and bonus cases, and interactive change management tools.

new_to_this_edition
Improved structure to enhance the flow of the change process framework, stressing that managing people issues is an ongoing process
Streamlined coverage of specific change interventions making the book more user-friendly
Coverage of ‘big-bang’ disruptions, offering a framework for dealing with unforeseen global events like pandemics, economic instability and climate change
Improved pedagogy, including: New learning objectives; More reflective questions; More quizzes; More opportunities for flipped learning; New end-of-part review questions
Updated research reports to reflect new theories in the field
New international case studies and examples to reflect the diversity of global business
Wider coverage of SMEs, public sector and family businesses showing change in a range of sectors and situations
New detailed module outlines on the companion website making it easy for lecturers to integrate the book with their courses