Description
Book SynopsisThis innovative and unique textbook describes change as a socially constructed process, reinforced by the interactions of employees at all levels. Including video and audio resources, it emphasises the fact that change is an on-going phenomenon: not an event that will soon be over once the consultants have left, but a permanent feature of an adaptable organisation.This novel theoretical perspective makes it the first and only text to focus on the central role of conversations and storytelling in managing change. Strengthening the business focus of the text, this new 3rd edition includes provision of practical tools and techniques for managing change, increased coverage of sustaining change and a greater number of international examples and case studies.
Managing Organizational Change is suitable for change management modules at all levels of undergraduate and postgraduate study.
Trade ReviewIn this new edition of Managing Organizational Change Jabri draws upon his extensive experience and research to demonstrate how change is achieved through storytelling. It challenges change practitioners, organisational leaders, students and educators to perceive change as a transformational process and an essential part of the new agile era. * Nasir Butrous, Australian Catholic University, Australia *
The third edition of Managing Organizational Change offers its readers a strong and comprehensive foundation from which they can develop the right mind and skill sets to become confident managers of change —a necessity if they wish to succeed in handling the diversity and complexity of today’s unprecedented challenges, from climate change to new digital technologies. * Sven-Volker Rehm, University of Strasbourg, France *
Focusing on process, social construction and dialogue, this challenging yet accessible text encourages students to embrace the relational dynamics of organizational change management. The revised edition covers pertinent contemporary trends, such as digitalization, agile working, diversity and inclusion, issues that will shape management practice for years to come. Highly recommended! * Stefanie Reissner, University of Essex, UK *
Table of Contents1. Disruptive change and transformation as the 'new normal' 2. Leaderfulness of change: inclusivity and vision 3. Change-making: agility and the social construction of change 4. Understanding the role of the change agent as a change-maker 5. Constructing change through narrative and storytelling 6. Field theory and action research 7. Communicating change 8. Mobilizing change: creating readiness and the notion of sensemaking 9. Understanding and managing organizational resistance 10. The problem-centric model of diagnosing change 11. The dialogic model of diagnosing change 12. Modes of intervention 13. Making sense of organizational identity 14. Sustaining change: how to navigate the 'new normal' in a rapidly changing environment 15. Change management cases
