Description
Book SynopsisIn Managing Change in Organizations, Stefan Sveningsson and Nadja Sörgärde explore a broad range of perspectives on change management, encouraging critical reflection and making sense of a complex field of theories. Their unique approach based around three key perspectives of change will help students understand:
-
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
This focus on the common how, what and why questions offers students the chance to learn pragmatic tools for managing change, as well as gain an in-depth understanding of different theories and their value.
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.
Trade Review"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." -- Professor Cynthia Hardy
"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." -- Professor Yiannis Gabriel
Table of ContentsChapter 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
