Indispensable to understanding change, this unique text provides a comprehensive examination of how change can be sustained within organizations today.
Featuring critical insights into theoretical concepts and current international examples, the book provides an accessible way for students to enhance their understanding and develop the crucial skills need to be successful when managing and leading change in organisations.
Key Features:
- Synthesizes what is known about change in organizations and then provides practical ways of sustaining it
- Contains an international range of case studies and interviews which link theory to practice throughout
- Explores key contemporary topics such as power, politics, ethics and sustainability for an enhanced understanding of current debates and issues
- Activities, discussion questions and further reading in each chapter test your understanding of the key concepts and reinforce your learning
- End of book Glossary defines key terms, for those new to studying change.
- Comes with access to additional resources for students and lecturers including relevant SAGE journal articles to encourage wider reading
Table of Content
Part One: The Essence of Change and Transformation
1: Introduction to Organizational Change and Transformation
2: Theoretical Approaches to Change and Transformation
3: Leading Change
4: Managing Change
Part Two: Recognizing the Need for Change
5: The Drivers for Change and Transformation
6: Diagnosing the Need and Readiness for Change
Part Three: Planning, Communicating and Implementing Change
7: Planning and Implementing Change
8: Organizational Development (OD) and Organizational Learning
9: Changing Organizational Structures
10: Communication and Change
Part Four: People, Politics and Power during Change and Transformation
11: The Nature, Impact and Management of Attitudes Towards Change
12: Power, Politics and Conflict during Change
Part Five: Sustaining Change and Transformation
13: Ensuring Sustainable Change through Monitoring and Measurement
14: Contemporary Issues in Change and Transformation
15: Conclusion
About the author
Roger Gill is Visiting Professor of Leadership Studies at Durham University Business School (DUBS), Durham University in the UK, and an independent consultant on leadership and leadership development. He supervises research both in DUBS and in Durham’s Department of Theology & Religion. He is a Chartered Psychologist, a graduate of the universities of Oxford, Liverpool, and Bradford and a Fellow of the Leadership Trust Foundation.
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