Originally published in 1989. Management styles in developed western countries are undergoing a crisis phase. Increased levels of international competition and volatile trading conditions are creating new demands of job skills and responsibilities. The management challenge is to find work organization and employment strategies that sustain and develop employee performance and commitment. This book analyses the 'high performance work systems' that a number of American and European companies have evolved to meet this challenge. It particular, it describes in detail the experiences of Digital Equipment Corporation (DEC) at their UK manufacturing plant. This study not only illustrates the benefits of new forms of work organization, it also explores some important myths, notably that technical and organizational changes can produce 'effortless excellence'. It also provides practical management guidelines for the effective application of high performance work design.

With coverage of the major theories and concepts alongside diagnostic tools and a practical framework for implementation, Leading Cultural Change will help the reader analyse and diagnose their current organizational culture, become aware of the key challenges and how to overcome them and learn how to adapt their leadership style, ensuring they are fit to lead a cultural change programme. Taking in core topics such as change context, language and dialogue as a key cultural process and the change team process, it uses a longitudinal case study of Cordia, a public sector organization transitioning into an LLP, to enhance learning and understanding. Leading Cultural Change is a unique text, rooted in behavioural sciences, which explores the topic as an organizational necessity to achieving sustained competitive advantage.

This volume, first published in 1988, examines the challenge to management which is posed by ever more sophisticated applications of information technology. It reports on cases of actual practice, and seeks to draw lessons from these experiences which will be of practical value to managers and their advisers. The book will also be a useful source of ideas, experience, and examples to students of economics, business studies, and management.

Originally published in 1989. Management styles in developed western countries are undergoing a crisis phase. Increased levels of international competition and volatile trading conditions are creating new demands of job skills and responsibilities. The management challenge is to find work organization and employment strategies that sustain and develop employee performance and commitment. This book analyses the 'high performance work systems' that a number of American and European companies have evolved to meet this challenge. It particular, it describes in detail the experiences of Digital Equipment Corporation (DEC) at their UK manufacturing plant. This study not only illustrates the benefits of new forms of work organization, it also explores some important myths, notably that technical and organizational changes can produce 'effortless excellence'. It also provides practical management guidelines for the effective application of high performance work design.

This volume, first published in 1988, examines the challenge to management which is posed by ever more sophisticated applications of information technology. It reports on cases of actual practice, and seeks to draw lessons from these experiences which will be of practical value to managers and their advisers. The book will also be a useful source of ideas, experience, and examples to students of economics, business studies, and management.

With coverage of the major theories and concepts alongside diagnostic tools and a practical framework for implementation, Leading Cultural Change will help the reader analyse and diagnose their current organizational culture, become aware of the key challenges and how to overcome them and learn how to adapt their leadership style, ensuring they are fit to lead a cultural change programme. Taking in core topics such as change context, language and dialogue as a key cultural process and the change team process, it uses a longitudinal case study of Cordia, a public sector organization transitioning into an LLP, to enhance learning and understanding. Leading Cultural Change is a unique text, rooted in behavioural sciences, which explores the topic as an organizational necessity to achieving sustained competitive advantage.

Now a classic in its field, the fourth edition of Change Management: A Guide to Effective Implementation continues to offer readers highly practical strategies and step-by-step guidance for applying different models of change in different organizational scenarios. New to the Fourth Edition: A third expert author, Sabina Siebert, bringing a background in sociology and cultural studies An improved structure that consolidates all the existing strengths of the previous editions and separates the book into three parts, beginning with chapters assessing 'The Impact and Definition of Change', 'Implementation and Evaluation of Change' and ending with a critical outlook in 'Change Management - A Critical Perspective' A wealth of new and richly detailed case studies with an international and cross-cultural scope that draw upon different organization types, environments and perspectives for a diverse and global understanding of the current field of change management Two additional chapters on leading change and organisational culture, offering unparalleled coverage of managing systems and processes, combined with increased emphasis on managing human issues. For students taking Change Management courses on Business and Management degrees, MBA's, specialist masters and healthcare subjects.

Now a classic in its field, the fourth edition of Change Management: A Guide to Effective Implementation continues to offer readers highly practical strategies and step-by-step guidance for applying different models of change in different organizational scenarios. New to the Fourth Edition: A third expert author, Sabina Siebert, bringing a background in sociology and cultural studies An improved structure that consolidates all the existing strengths of the previous editions and separates the book into three parts, beginning with chapters assessing 'The Impact and Definition of Change', 'Implementation and Evaluation of Change' and ending with a critical outlook in 'Change Management - A Critical Perspective' A wealth of new and richly detailed case studies with an international and cross-cultural scope that draw upon different organization types, environments and perspectives for a diverse and global understanding of the current field of change management Two additional chapters on leading change and organisational culture, offering unparalleled coverage of managing systems and processes, combined with increased emphasis on managing human issues. For students taking Change Management courses on Business and Management degrees, MBA's, specialist masters and healthcare subjects.