By John Hayes
Why are a few corporations, similar to Google, Toyota and Xerox, such a success, whereas others appear destined to fail? the reply lies in how they deal with swap. New expertise and laws, blurred organizational obstacles, and an more and more globalized crew current possibilities and threats that managers needs to tackle if companies are to outlive and prosper.
John Hayes' best-selling textbook offers you the abilities you'll want as a destiny supervisor or chief to spot the need for switch and confirm its winning implementation. Its hands-on process incorporates a variety of 'change instruments' that you should follow to varied switch eventualities, workouts which invite you to mirror in your event of switch in way of life, and a number of case stories and examples in response to real-life corporations world wide. those useful gains are underpinned by way of a theoretical framework proposing switch as a versatile but managed series of actions.
The fourth version bargains:
- new chapters on approach types of switch and enforcing change
- A revised constitution in response to an up to date theoretical framework focusing extra on making plans for switch, person and collective studying, prime and handling humans issues
- fresh dealing with swap in perform positive aspects which hyperlink movies of skilled swap practitioners discussing key themes to questions and workouts within the book
- extra overseas case experiences and examples than ever.
Visit www.palgrave.com/companion/hayes-change-management4 for entry to voiced-over displays on key themes, video interviews with swap practitioners, extra case experiences and masses more.
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Why are a few agencies, equivalent to Google, Toyota and Xerox, such a success, whereas others appear destined to fail? the reply lies in how they deal with switch. New know-how and rules, blurred organizational limitations, and an more and more globalized crew current possibilities and threats that managers needs to handle if agencies are to outlive and prosper.
Extra resources for The Theory and Practice of Change Management
Further analysis led them to identify four ideal types – teleological, dialectical, life cycle and evolutionary theories – that provide alternative views of the change process: ## Teleological theories: assume that organizations are purposeful and adaptive, and present change as an unfolding cycle of goal formulation, implementation, evaluation and learning. Learning is important because it can lead to the modification of goals or the actions taken to achieve them. ## Dialectical theories: focus on conflicting goals between different interest groups and explain stability and change in terms of confrontation and the balance of power between the opposing entities.
But the additional investment may not rescue the situation. Instead, it might lead to further negative consequences, which, in turn, trigger another decision to invest yet more in an attempt to secure a positive I 12 Managing change: a process perspective outcome. Staw refers to this negative cycle as the ‘escalation of commitment’ to a chosen course of action. Two factors appear to encourage this escalation of commitment. The first is change managers’ need to demonstrate their own competence and justify an earlier decision.
Barnett and Carroll (1995) elaborate the distinction between states and processes. The state (or content) perspective focuses attention on ‘what’ it is that needs to be, is being or has been changed. The process perspective, on the other hand, attends to the ‘how’ of change and focuses on the way a transformation occurs. It draws attention to issues such as the pace of change and the sequence of activities, the way decisions are made and communicated, and the ways in which people respond to the actions of others.