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This book challenges the practice or organizational change programmes. Senior managers often do not know enough about managing change. The text is arranged around eight deadly sins to avoid in the practice of change: self-deception of the change agents rather than self-awareness, destruction of the identity of the organization caused by arrogance, especially of the large consulting companies, destruction of cohesion, gobbledygook language, concentrating on structural change not behavioural change, making the organization worse not better, the intelligence in resistance, and the deep trauma of redundancy.
This textbook offers a combination of rigorous theoretical exploration together with practical insights from those who are reponsible for managing change. It lo
"Identifies dozens of myths, bad models, and unhelpful metaphors, replacing some with twenty-first century research and revealing gaps where research needs to b
In this important book, successful organizations—including well-known companies such as Agilent Technologies, Corning, GE Capital, Hewlett Packard, Honeywell
Managing Change in Organizations: A Practice Guide is unique in that it integrates two traditionally disparate world views on managing change: organizational de
Despite the popularity of organizational change management, the question arises whether its prescriptions and dominant beliefs and practices are based on solid
