Managing Change in Organizations
Autor Nadja Sörgärde, Stefan Svenningsonen Limba Engleză Paperback – dec 2019
- How change is accomplished – the tool perspective
- What change means for those involved – the process perspective
And - Why is change initiated (and is it necessary) – the critical perspective
The book is complemented by a range of online resources including PowerPoint Slides, Multiple Choice Questions, and a selection of SAGE Business Cases and journal articles.
Stefan Sveningsson is Professor of Business Administration at the School of Economics and Management, Lund University, Sweden.
Nadja Sörgärde is a Senior Lecturer at the School of Economics and Management, Lund University, Sweden.
| Toate formatele și edițiile | Preț | Express |
|---|---|---|
| Paperback (2) | 412.37 lei 3-5 săpt. | +31.72 lei 7-11 zile |
| SAGE Publications Ltd – dec 2019 | 412.37 lei 3-5 săpt. | +31.72 lei 7-11 zile |
| SAGE Publications Ltd – 20 noi 2023 | 423.48 lei 6-8 săpt. | +62.94 lei 7-11 zile |
| Hardback (2) | 1045.40 lei 6-8 săpt. | |
| SAGE Publications – 26 dec 2024 | 1045.40 lei 6-8 săpt. | |
| SAGE Publications Ltd – dec 2019 | 1212.45 lei 6-8 săpt. |
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Specificații
ISBN-13: 9781526464446
ISBN-10: 1526464446
Pagini: 336
Dimensiuni: 191 x 235 x 18 mm
Greutate: 0.63 kg
Ediția:1
Editura: SAGE Publications Ltd
Locul publicării:London, United Kingdom
ISBN-10: 1526464446
Pagini: 336
Dimensiuni: 191 x 235 x 18 mm
Greutate: 0.63 kg
Ediția:1
Editura: SAGE Publications Ltd
Locul publicării:London, United Kingdom
Recenzii
“This is a much-needed book that allows readers to not only examine the practical and planned aspects of change, but also to explore organizational change from the processual and critical perspectives which are all too often neglected in books on managing organizational change.”
"Eschewing easy and simplistic answers, the authors also refuse to be fazed by the complexities of organizational change. They offer a sharp, multi-dimensional and probing commentary on how organizational change comes about, why it so often goes against the intentions of its instigators, why it breeds resistance and why resistance is not necessarily a bad thing.
They are not afraid to engage and offer compelling commentaries on what exactly counts as change, why one person sees change where another sees continuity, who stands to benefit and lose from change. Above all, they demonstrate the practical wisdom of approaching change as a fluid phenomenon that can at best be managed but not fully controlled. This is a must for all scholars of organizational change and practitioners wise enough to look beyond the recipe book."
"Eschewing easy and simplistic answers, the authors also refuse to be fazed by the complexities of organizational change. They offer a sharp, multi-dimensional and probing commentary on how organizational change comes about, why it so often goes against the intentions of its instigators, why it breeds resistance and why resistance is not necessarily a bad thing.
They are not afraid to engage and offer compelling commentaries on what exactly counts as change, why one person sees change where another sees continuity, who stands to benefit and lose from change. Above all, they demonstrate the practical wisdom of approaching change as a fluid phenomenon that can at best be managed but not fully controlled. This is a must for all scholars of organizational change and practitioners wise enough to look beyond the recipe book."
Cuprins
Chapter 1: Introduction
Chapter 2: Perspectives on Change
Chapter 3: Why Organizational Change?
Chapter 4: The Tool Perspective – planned change and organizational development
Chapter 5: The Tool Perspective – integrated organizational models
Chapter 6: Process perspective – interpretation and understanding-orientation
Chapter 7: Process perspective – the importance of language
Chapter 8: Critical perspective on Change
Chapter 9: The Complexity of Resistance
Chapter 10: Managing Organizational Change - Practical Insights and Lessons Learned
Chapter 2: Perspectives on Change
Chapter 3: Why Organizational Change?
Chapter 4: The Tool Perspective – planned change and organizational development
Chapter 5: The Tool Perspective – integrated organizational models
Chapter 6: Process perspective – interpretation and understanding-orientation
Chapter 7: Process perspective – the importance of language
Chapter 8: Critical perspective on Change
Chapter 9: The Complexity of Resistance
Chapter 10: Managing Organizational Change - Practical Insights and Lessons Learned
Notă biografică
Nadja Sörgärde is a senior lecturer in Business Administration at the School of Economics and Management, Lund University. She has been a visiting scholar at the University of Queensland and University of Technology Sydney. Her research focus is organizational change, culture and identity and she has studied change processes in the private as well as the third sector. She is a respected lecturer and has received prize for her pedagogical engagements.
Descriere
This book explores a broad range of perspectives on change management, encouraging critical reflection and making sense of a complex field of theories. The unique approach is based around three key perspectives of change: how, what and why.