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How is practical change work carried out in modern organizations?
And what kind of challenges, tasks and other difficulties are
normally encountered as a part of it? In a turbulent and changing
world, organizational culture is often seen as central for
sustained competitiveness. Organizations are faced with increased
demands for change but these are often so challenging that they
meet heavy resistance and fizzle out. Changing Organizational
Culture encourages the development of a reflexive approach to
organizational change, providing insights as to why it may be
difficult to maintain momentum in change processes. Based around an
illuminating case study of a cultural change programme, the book
provides 15 lessons on the entire change journey; from analysis and
design, to implementation and how organizational members should
approach change projects. This enhanced edition considers the most
recent studies on organizational change practice, with new examples
from businesses and the public sector, and includes one empirical
study which uses the authors' own framework, enriching their
practical recommendations. It also draws on the latest theoretical
developments, including ideas of power and storytelling.
Accompanying the text is an online pedagogic and research ideas
guide available for course instructors and lecturers at
Routledge.com. Changing Organizational Culture will be vital
reading for students, researchers and practitioners working in
organizational studies, change management and HRM.
How is practical change work carried out in modern organizations?
And what kind of challenges, tasks and other difficulties are
normally encountered as a part of it? In a turbulent and changing
world, organizational culture is often seen as central for
sustained competitiveness. Organizations are faced with increased
demands for change but these are often so challenging that they
meet heavy resistance and fizzle out. Changing Organizational
Culture encourages the development of a reflexive approach to
organizational change, providing insights as to why it may be
difficult to maintain momentum in change processes. Based around an
illuminating case study of a cultural change programme, the book
provides 15 lessons on the entire change journey; from analysis and
design, to implementation and how organizational members should
approach change projects. This enhanced edition considers the most
recent studies on organizational change practice, with new examples
from businesses and the public sector, and includes one empirical
study which uses the authors' own framework, enriching their
practical recommendations. It also draws on the latest theoretical
developments, including ideas of power and storytelling.
Accompanying the text is an online pedagogic and research ideas
guide available for course instructors and lecturers at
Routledge.com. Changing Organizational Culture will be vital
reading for students, researchers and practitioners working in
organizational studies, change management and HRM.
In Managing Change in Organizations, Stefan Sveningsson and Nadja
Soergarde 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
Soergarde is a Senior Lecturer at the School of Economics and
Management, Lund University, Sweden.
Making a case for a reflexive approach to leadership, the authors
draw upon decades of carrying out in-depth studies of professionals
trying to "do" leadership. Through interviews with managers and
their subordinates, getting a good understanding of organizational
context, and critically interpreting their observations considering
both leadership theories and a wealth of other perspectives, their
celebration of reflexivity is used to question dominant leadership
thinking. Considering and challenging various departures from lines
of reasoning results in a book that draws upon rich empirical
material and which has a number of new, provocative, critical and
constructive ideas that help to develop sharper and more thoughtful
thinking and practice - both in academic and practical contexts.
Suitable for leadership and organisation courses at upper-level
undergraduate and upwards (including MBA-classes and Executive
Education) and a thought provoking read for practitioners and
management development professionals interested in leadership
thought.
Organizations are often complex and unwieldy, and many managers
have difficulty in combining ideals and positive identities with
the complexities and imperfections of life. They are expected to be
strategic and competent, while at the same time human and
empathetic. This engaging book takes a fresh look at managerial
work as experienced and understood by managers. It examines the
central tenets of managerial life, such as the work expectations
that managers have, the significance they assign to different
activities, and the difficulties that they face. It also takes a
wider view of working life by looking at subordination in the
managerial context. The theoretical material is supported by
in-depth interviews with thirteen managers from different
organizations. This book will appeal to those with an interest in
management, and in leadership and identity questions in modern
working life.
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