Organizational change:
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Harlow ; Munich [u.a.]
Prentice Hall
2006
|
| Edition: | 3. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XXI, 436 S. Ill., graph. Darst. |
| ISBN: | 0273695983 9780273695981 |
Staff View
MARC
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| 245 | 1 | 0 | |a Organizational change |c Barbara Senior ; Jocelyne Fleming |
| 250 | |a 3. ed. | ||
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Record in the Search Index
| _version_ | 1804135089418797056 |
|---|---|
| adam_text | List of illustrations, figures and tables ix
About this book xiv
About the authors xviii
Acknowledgements xix
Part One
THE CONTEXT AND MEANING OF CHANGE
1 Organizations and their changing environments 3
Learning objectives 3
A view of organizations 4
The historical context for change 7
An uncertain future 12
Organizations today environmental triggers of change 15
Organizational responses to change 31
Comment and conclusions 35
Discussion questions and assignments 35
Case example and exercise 36
Indicative resources 38
Useful websites 38
References 39
2 The nature of organizational change 41
Learning objectives 41
The changing faces of change 42
Varieties of change 45
Predictable change 54
Diagnosing change situations 57
Comment and conclusions 65
Discussion questions and assignments 66
Case example and exercise 66
Indicative resources 68
Useful websites 68
References ®°
Part One Case Study 71
Orange, a study of change: part 1 71
Case exercises
Part Two
ORGANIZATIONS FOR CHANGE
3 Organizational structure, design and change 77
Learning objectives 77
The meaning of organization structure 78
The dimensions of structure 79
Models of structure ^0
Influences on structure ^^
Organizational structure and change 126
Comment and conclusions 127
Discussion questions and assignments 128
Case example and exercise 129
Indicative resources 133
Useful websites 134
References 134
4 Cultures for change 137
Learning objectives 137
The informal organization 138
The meaning of culture 140
Describing organizational culture 142
Dimensions of organizational culture 154
The sources of organizational culture 159
Organizational culture and change 173
Changing organizational culture to bring about organizational change 178
Comment and conclusions 186
Discussion questions and assignments 187
Case example and exercise 187
Indicative resources 189
Useful websites 189
References 190
Contents vii
5 The politics of change 193
Learning objectives 193
Organizational politics 194
Power in organizations 197
The politics of powerlessness 208
The link between politics, power and conflict 217
Conflict in organizations 220
Power and conflict in times of change 228
Comment and conclusions 239
Discussion questions and assignments 240
Case example and exercise 240
Indicative resources 242
Useful websites 242
References 243
6 The leadership of change 245
Learning objectives 245
Management and leadership 246
Approaches to leadership 250
Team and distributed leadership 266
Leadership in times of change 281
Comment and conclusions 292
Discussion questions and assignments 293
Case example and exercise 293
Indicative resources 295
Useful websites 295
References 295
Part Two Case Study 299
Orange, a study of change: part 2 299
Case exercises 305
w a Part Three
|f^i STRATEGIES FOR MANAGING CHANGE
7 Hard systems models of change 309
Learning objectives 309
Situations of change 310
Systematic approaches to change 311
The hard systems model of change 312
Using the hard systems model of change 320
Further uses of the hard systems model of change 329
Comment and conclusions 332
Discussion questions and assignments 333
Indicative resources 333
Useful websites 334
References 334
8 Soft systems models for change 335
Learning objectives 335
Managing change in situations of soft complexity 336
Organizational development philosophy and underlying
assumptions 340
The OD process 345
OD an action research based model of change 349
An assessment of the OD model for change 374
Comment and conclusions 380
Discussion questions and assignments 380
Indicative resources 381
Useful websites 381
References 382
9 A changing future factors for effective change 385
Learning objectives 385
Introduction 386
Some general trends 386
Demographic changes 389
Changing lifestyles 393
Occupational changes 396
Operating virtually 409
The multiple paths to change 415
Comment and conclusions 417
Discussion questions and assignments 418
Indicative resources 419
Useful websites 419
References 419
Author index 424
Subject index 431
Illustrations
1.1 The meaning of organization 5
1.2 Value oriented time 9
1.3 Organizations as symphony orchestras 13
1.4 Projected employment changes: 2002 12 14
1.5 Teaching an old dog new tricks 18
1.6 How do you use yours? 18
1.7 Robots or people 19
1.8 Log on for banking and shopping 20
1.9 Wrinkles and all 22
1.10 UK Not ready yet for the euro 24
1.11 Hong Kong eyes policy change on arts complex 25
1.12 Health reforms approved in France 26
1.13 Tesco jobs go East 30
1.14 Closed, contained and open ended change 33
2.1 Changing organizations 42
2.2 On frame breaking change 48
2.3 Defining the scale of change 50
2.4 Proactively managing incrementalism in the development of
corporate strategies 54
2.5 A typical life cycle pattern 55
2.6 Looking for breakpoints, with leading indicators 60
2.7 Difficulties and messes 62
2.8 The TROPICS factors 64
3.1 Bureaucracy 81
3.2 The Beautiful Buildings Company 82
3.3 Elliott Jacques and the time span of discretion 86
3.4 Advantages and disadvantages of functional structures 88
3.5 Structural transformation at Unilever 90
3.6 Advantages and disadvantages of departmentalization by product 92
3.7 Advantages and disadvantages of departmentalization by geographical
area or territory 93
3.8 Advantages and disadvantages of matrix structures 97
3.9 TFW Images 102
3.10 Advantages and disadvantages of network organizations 103
3.11 Key attributes of the virtual organization 104
3.12 Consequences of deficient organizational structures 107
3.13 Miles and Snow s typology of strategic behaviour 112
3.14 Mintzberg s organizational forms 114
3.15 From hierarchy to self managed teams 116
3.16 Technological interdependence 119
too
3.17 Organic structures
4.1 The characteristics of organizational culture 143
4.2 Levels of culture in the BB Company 145
4.3 The cultural web 147
4.4 A cultural web of Paper Unlimited, a large UK based paper distributor 148
4.5 Assertive and responsive behaviours 150
4.6 RS Components a moderately assertive but more highly
responsive organization 151
4.7 A structural view of organizational culture 154
4.8 The Deal and Kennedy typology 155
4.9 The making of a modern HSBC Group 159
4.10 Driving change: an interview with Ford Motor Company s Jacques Nasser 160
4.11 Six different cultural orientations of societies 163
4.12 Hofstede s dimensions of national culture 165
4.13 On a wavelength with the Danes 168
4.14 Differences between Great Britain, Southern Europe (including France)
and Northern Europe (typified by Germany pre unification) 171
4.15 Segmentalist and integrative cultures 175
4.16 Six steps to effective change propounded by Beer ef al. 184
4.17 Found in translation 185
5.1 Organizations and modes of political rule 19^
5.2 Power and influence 199
5.3 Morgan s sources of power in organizations 199
5.4 Formal and personal power 200
5.5 Influencing others through push and pull strategies 201
5.6 Listening in at the Beautiful Buildings Company 203
5.7 Controlling the decision agenda 204
5.8 Interview with Jeffrey Pfeffer 208
5.9 The north south divide in Europe Inc. 210
5.10 First line supervisors and powerlessness 216
5.11 The unitary and pluralist views of interests, conflict and power 219
5.12 The layers in organizational conflict 221
5.13 Situations in which to use the five conflict handling styles 225
5.14 Guidelines for dealing with conflict 232
5.15 Flight to revival 233
6.1 Tesco chief 246
6.2 Mintzberg s managerial roles 248
6.3 Comparing management and leadership 249
6.4 Transactional and transformational leaders 262
6.5 Leadership profile 264
6.6 From bureaucracy to teamwork 267
6.7 Little room to manoeuvre 271
6.8 World bank chief s cry from the heart 275
6.9 Forces for and against change 286
6.10 Force field analysis 288
6.11 Six steps to effective change 291
6.12 Why transformation efforts fail 291
7.1 Characteristics of unitary, pluralist and coercive relationships 311
7.2 Dissatisfaction with the system for providing IT support services 312
7.3 Stages within the hard systems methodology of change 313
7.4 Financial savings on the provision and maintenance of plant for use
on building sites 321
7.5 Change in the further education colleges of Shire County 332
8.1 Pugh s principles and rules for understanding and managing
organizational change 358
8.2 Competencies of an effective change agent 362
8.3 Making sense of change saying goodbye to initiative fatigue 379
9.1 Key changes in the demographic, social and economic characteristics of
households, families and people in Great Britain between 1971 and 2002 390
9.2 Population estimates 391
9.3 An endangered species: fewer births make old Europe fear for its future 393
9.4 Leisure activities in Britian 396
9.5 Dads shun nappy changing for work 397
9.6 Managers still fight flexible working 406
9.7 Healthcare in South Africa 409
9.8 Sink or swim for rural business 409
Figures
1.1 The organization as a system 6
1.2 Market factors impacting on operations of western organizations 8
1.3 PEST factors and organizational change 17
1.4 The organizational system in multi dimensional environments 32
2.1 Grundy s major types of change 45
2.2 Types of change 47
2.3 The organizational life cycle 55
2.4 Evolutionary life cycle of competitive behaviour 58
2.5 Breakpoint evolution of personal computer industry 60
3.1 Flattening the structure but retaining the people 84
3.2 Flattening the structure but saving the people 85
3.3 The BB Company departmentalization by product 89
3.4 The BB Company structured on a geographical basis 92
3.5 Matrix structure for an advertising agency 95
3.6 From bureaucracies to matrix, project and network organizations 98
3.7 Common types of network 100
3.8 The determinants of organizational structure 105
3.9 A system of forces and forms in organizations 113
3.10 Perrow s technology classification 118
4.1 The organizational iceberg 139
4.2 Different levels of culture 144
4.3 The compass model: characteristics of each style 152
4.4 Cultural plots of nations 153
4.5 Deal and Kennedy mode) for corporate culture 157
4.6 Variations in Kluckhohn and Strodtbeck s cultural dimensions 164
4.7 Implicit models of organization 167
4.8 Typology of management systems in Europe 170
4.9 Organizational culture and change 173
4.10 Corporate culture mix 180
4.11 Assessing cultural risk 181
4.12 How to manage around company culture 182
5.1 Bottom and top 10 states for gender equality 212
5.2 A model of conflict handling styles 225
5.3 The problems of change 229
5.4 The conflict process 231
5.5 Assessing power 237
5.6 The power and motivation to block changes 237
6.1 The Leadership Grid® 259
6.2 Transformational leadership 263
6.3 Situational influences on leadership effectiveness 269
6.4 Hersey and Blanchard s theory of situational leadership 274
6.5 Factors intervening between effort and performance 277
6.6 Competing values framework of leadership roles 280
6.7 The Dunphy and Stace change matrix 285
6.8 A force field diagram 287
6.9 Contrasting change paths 289
7.1 The structure of an objectives tree 315
7.2 An objectives tree for improving the IT support services 316
7.3 An objectives tree for improving the IT support services, with options
generated for the two sub sub objectives 317
7.4 An evaluation matrix 318
7.5 An evaluation matrix for some options to improve the effectiveness
of the IT support services 319
7.6 Causal loop diagram of the situation facing Shire County further
education services 333
7.7 Hierarchy of objectives for expanding O+RBL provision in Shire County 333
8 1 Basic assumptions of OD as a model for change 348
8.2 The OD model for change 353
8.3 Example of a responsibility chart 364
8.4 The Pugh OD matrix 366
8.5 Rich picture of changes in the organization of services for people
with learning disabilities 375
9.1 Trends in UK employment by sector (% per annum) 399
9 2 Expansion, replacement and net change in employment by
occupational group (000s), 2002 12 400
9 3 Occupational change by gender, 2002 12 403
Tables
1 1 Key organizational responses in the UK, 1994 5 10
1 2 The changing structure of employment: Europe, the United States
Japan and China, 1980 2010(%) ^
2.1 Characteristics of Greiner s phases of growth 56
2.2 Environmental conditions and types of change 65
3.1 Evolution of organizational forms 111
4.1 Culture dimension scores for ten countries 166
4.2 Summary of Laurent s findings 168
5.1 Robbins s conflict management techniques 236
6.1 Fiedler s contingency theory of leadership 273
6.2 Summary of Quinn s four organizational models 279
6.3 Matching top management style to organizational growth phases 282
6.4 Environmental conditions and types of change 284
8.1 Comparison of different methods of data collection 355
9.1 Occupational changes 2007 12, United Kingdom: all industry sectors 398
9.2 Paths to change 419
Supporting resources
Visit www.pearsoned.co.uk/senior to find valuable online resources
Companion Website for students
• Chapter overviews
• Case study feedback
• Annotated links to relevant sites on the web
For instructors
• Power Point slides of key learning points, objectives and activities
• Chapter overviews and synopsis
• Feedback on activities and key areas of discussion
• Case example notes
• Possible session structures
For more information please contact your local Pearson Education sales
representative or visit www.pearsoned.co.uk/senior
|
| adam_txt |
List of illustrations, figures and tables ix
About this book xiv
About the authors xviii
Acknowledgements xix
Part One
THE CONTEXT AND MEANING OF CHANGE
1 Organizations and their changing environments 3
Learning objectives 3
A view of organizations 4
The historical context for change 7
An uncertain future 12
Organizations today environmental triggers of change 15
Organizational responses to change 31
Comment and conclusions 35
Discussion questions and assignments 35
Case example and exercise 36
Indicative resources 38
Useful websites 38
References 39
2 The nature of organizational change 41
Learning objectives 41
The changing faces of change 42
Varieties of change 45
Predictable change 54
Diagnosing change situations 57
Comment and conclusions 65
Discussion questions and assignments 66
Case example and exercise 66
Indicative resources 68
Useful websites 68
References ®°
Part One Case Study 71
Orange, a study of change: part 1 71
Case exercises '
Part Two
ORGANIZATIONS FOR CHANGE
3 Organizational structure, design and change 77
Learning objectives 77
The meaning of organization structure 78
The dimensions of structure 79
Models of structure ^0
Influences on structure ^^
Organizational structure and change 126
Comment and conclusions 127
Discussion questions and assignments 128
Case example and exercise 129
Indicative resources 133
Useful websites 134
References 134
4 Cultures for change 137
Learning objectives 137
The informal organization 138
The meaning of culture 140
Describing organizational culture 142
Dimensions of organizational culture 154
The sources of organizational culture 159
Organizational culture and change 173
Changing organizational culture to bring about organizational change 178
Comment and conclusions 186
Discussion questions and assignments 187
Case example and exercise 187
Indicative resources 189
Useful websites 189
References 190
Contents vii
5 The politics of change 193
Learning objectives 193
Organizational politics 194
Power in organizations 197
The politics of powerlessness 208
The link between politics, power and conflict 217
Conflict in organizations 220
Power and conflict in times of change 228
Comment and conclusions 239
Discussion questions and assignments 240
Case example and exercise 240
Indicative resources 242
Useful websites 242
References 243
6 The leadership of change 245
Learning objectives 245
Management and leadership 246
Approaches to leadership 250
Team and distributed leadership 266
Leadership in times of change 281
Comment and conclusions 292
Discussion questions and assignments 293
Case example and exercise 293
Indicative resources 295
Useful websites 295
References 295
Part Two Case Study 299
Orange, a study of change: part 2 299
Case exercises 305
w a Part Three
|f^i STRATEGIES FOR MANAGING CHANGE
7 Hard systems models of change 309
Learning objectives 309
Situations of change 310
Systematic approaches to change 311
The hard systems model of change 312
Using the hard systems model of change 320
Further uses of the hard systems model of change 329
Comment and conclusions 332
Discussion questions and assignments 333
Indicative resources 333
Useful websites 334
References 334
8 Soft systems models for change 335
Learning objectives 335
Managing change in situations of soft complexity 336
Organizational development philosophy and underlying
assumptions 340
The OD process 345
OD an action research based model of change 349
An assessment of the OD model for change 374
Comment and conclusions 380
Discussion questions and assignments 380
Indicative resources 381
Useful websites 381
References 382
9 A changing future factors for effective change 385
Learning objectives 385
Introduction 386
Some general trends 386
Demographic changes 389
Changing lifestyles 393
Occupational changes 396
Operating virtually 409
The multiple paths to change 415
Comment and conclusions 417
Discussion questions and assignments 418
Indicative resources 419
Useful websites 419
References 419
Author index 424
Subject index 431
Illustrations
1.1 The meaning of organization 5
1.2 Value oriented time 9
1.3 Organizations as symphony orchestras 13
1.4 Projected employment changes: 2002 12 14
1.5 Teaching an old dog new tricks 18
1.6 How do you use yours? 18
1.7 Robots or people 19
1.8 Log on for banking and shopping 20
1.9 Wrinkles and all 22
1.10 UK'Not ready yet for the euro' 24
1.11 Hong Kong eyes policy change on arts complex 25
1.12 Health reforms approved in France 26
1.13 Tesco jobs go East 30
1.14 Closed, contained and open ended change 33
2.1 Changing organizations 42
2.2 On frame breaking change 48
2.3 Defining the scale of change 50
2.4 Proactively managing incrementalism in the development of
corporate strategies 54
2.5 A typical life cycle pattern 55
2.6 Looking for breakpoints, with leading indicators 60
2.7 Difficulties and messes 62
2.8 The TROPICS factors 64
3.1 Bureaucracy 81
3.2 The Beautiful Buildings Company 82
3.3 Elliott Jacques and the time span of discretion 86
3.4 Advantages and disadvantages of functional structures 88
3.5 Structural transformation at Unilever 90
3.6 Advantages and disadvantages of departmentalization by product 92
3.7 Advantages and disadvantages of departmentalization by geographical
area or territory 93
3.8 Advantages and disadvantages of matrix structures 97
3.9 TFW Images 102
3.10 Advantages and disadvantages of network organizations 103
3.11 Key attributes of the virtual organization 104
3.12 Consequences of deficient organizational structures 107
3.13 Miles and Snow's typology of strategic behaviour 112
3.14 Mintzberg's organizational forms 114
3.15 From hierarchy to self managed teams 116
3.16 Technological interdependence 119
too
3.17 Organic structures '"
4.1 The characteristics of organizational culture 143
4.2 Levels of culture in the BB Company 145
4.3 The cultural web 147
4.4 A cultural web of Paper Unlimited, a large UK based paper distributor 148
4.5 Assertive and responsive behaviours 150
4.6 RS Components a moderately assertive but more highly
responsive organization 151
4.7 A structural view of organizational culture 154
4.8 The Deal and Kennedy typology 155
4.9 The making of a modern HSBC Group 159
4.10 Driving change: an interview with Ford Motor Company's Jacques Nasser 160
4.11 Six different cultural orientations of societies 163
4.12 Hofstede's dimensions of national culture 165
4.13 On a wavelength with the Danes 168
4.14 Differences between Great Britain, Southern Europe (including France)
and Northern Europe (typified by Germany pre unification) 171
4.15 Segmentalist and integrative cultures 175
4.16 Six steps to effective change propounded by Beer ef al. 184
4.17 Found in translation 185
5.1 Organizations and modes of political rule 19^
5.2 Power and influence 199
5.3 Morgan's sources of power in organizations 199
5.4 Formal and personal power 200
5.5 Influencing others through push and pull strategies 201
5.6 Listening in at the Beautiful Buildings Company 203
5.7 Controlling the decision agenda 204
5.8 Interview with Jeffrey Pfeffer 208
5.9 The north south divide in Europe Inc. 210
5.10 First line supervisors and powerlessness 216
5.11 The unitary and pluralist views of interests, conflict and power 219
5.12 The'layers'in organizational conflict 221
5.13 Situations in which to use the five conflict handling styles 225
5.14 Guidelines for dealing with conflict 232
5.15 Flight to revival 233
6.1 Tesco chief 246
6.2 Mintzberg's managerial roles 248
6.3 Comparing management and leadership 249
6.4 Transactional and transformational leaders 262
6.5 Leadership profile 264
6.6 From bureaucracy to teamwork 267
6.7 Little room to manoeuvre 271
6.8 World bank chief's cry from the heart 275
6.9 Forces for and against change 286
6.10 Force field analysis 288
6.11 Six steps to effective change 291
6.12 Why transformation efforts fail 291
7.1 Characteristics of unitary, pluralist and coercive relationships 311
7.2 Dissatisfaction with the system for providing IT support services 312
7.3 Stages within the hard systems methodology of change 313
7.4 Financial savings on the provision and maintenance of plant for use
on building sites 321
7.5 Change in the further education colleges of Shire County 332
8.1 Pugh's principles and rules for understanding and managing
organizational change 358
8.2 Competencies of an effective change agent 362
8.3 Making sense of change saying goodbye to 'initiative fatigue' 379
9.1 Key changes in the demographic, social and economic characteristics of
households, families and people in Great Britain between 1971 and 2002 390
9.2 Population estimates 391
9.3 An endangered species: fewer births make old Europe fear for its future 393
9.4 Leisure activities in Britian 396
9.5 Dads shun nappy changing for work 397
9.6 Managers still fight flexible working 406
9.7 Healthcare in South Africa 409
9.8 Sink or swim for rural business 409
Figures
1.1 The organization as a system 6
1.2 Market factors impacting on operations of western organizations 8
1.3 PEST factors and organizational change 17
1.4 The organizational system in multi dimensional environments 32
2.1 Grundy's major types of change 45
2.2 Types of change 47
2.3 The organizational life cycle 55
2.4 Evolutionary life cycle of competitive behaviour 58
2.5 Breakpoint evolution of personal computer industry 60
3.1 Flattening the structure but retaining the people 84
3.2 Flattening the structure but saving the people 85
3.3 The BB Company departmentalization by product 89
3.4 The BB Company structured on a geographical basis 92
3.5 Matrix structure for an advertising agency 95
3.6 From bureaucracies to matrix, project and network organizations 98
3.7 Common types of network 100
3.8 The determinants of organizational structure 105
3.9 A system of forces and forms in organizations 113
3.10 Perrow's technology classification 118
4.1 The organizational iceberg 139
4.2 Different levels of culture 144
4.3 The compass model: characteristics of each style 152
4.4 Cultural plots of nations 153
4.5 Deal and Kennedy mode) for corporate culture 157
4.6 Variations in Kluckhohn and Strodtbeck's cultural dimensions 164
4.7 Implicit models of organization 167
4.8 Typology of management systems in Europe 170
4.9 Organizational culture and change 173
4.10 Corporate culture mix 180
4.11 Assessing cultural risk 181
4.12 How to manage around company culture 182
5.1 Bottom and top 10 states for gender equality 212
5.2 A model of conflict handling styles 225
5.3 The problems of change 229
5.4 The conflict process 231
5.5 Assessing power 237
5.6 The power and motivation to block changes 237
6.1 The Leadership Grid® 259
6.2 Transformational leadership 263
6.3 Situational influences on leadership effectiveness 269
6.4 Hersey and Blanchard's theory of situational leadership 274
6.5 Factors intervening between effort and performance 277
6.6 Competing values framework of leadership roles 280
6.7 The Dunphy and Stace change matrix 285
6.8 A force field diagram 287
6.9 Contrasting change paths 289
7.1 The structure of an objectives tree 315
7.2 An objectives tree for improving the IT support services 316
7.3 An objectives tree for improving the IT support services, with options
generated for the two sub sub objectives 317
7.4 An evaluation matrix 318
7.5 An evaluation matrix for some options to improve the effectiveness
of the IT support services 319
7.6 Causal loop diagram of the situation facing Shire County further
education services 333
7.7 Hierarchy of objectives for expanding O+RBL provision in Shire County 333
8 1 Basic assumptions of OD as a model for change 348
8.2 The OD model for change 353
8.3 Example of a responsibility chart 364
8.4 The Pugh OD matrix 366
8.5 Rich picture of changes in the organization of services for people
with learning disabilities 375
9.1 Trends in UK employment by sector (% per annum) 399
9 2 Expansion, replacement and net change in employment by
occupational group (000s), 2002 12 400
9 3 Occupational change by gender, 2002 12 403
Tables
1 1 Key organizational responses in the UK, 1994 5 10
1 2 The changing structure of employment:' Europe, the United States
Japan and China, 1980 2010(%) ' ^
2.1 Characteristics of Greiner's phases of growth 56
2.2 Environmental conditions and types of change 65
3.1 Evolution of organizational forms 111
4.1 Culture dimension scores for ten countries 166
4.2 Summary of Laurent's findings 168
5.1 Robbins's conflict management techniques 236
6.1 Fiedler's contingency theory of leadership 273
6.2 Summary of Quinn's four organizational models 279
6.3 Matching top management style to organizational growth phases 282
6.4 Environmental conditions and types of change 284
8.1 Comparison of different methods of data collection 355
9.1 Occupational changes 2007 12, United Kingdom: all industry sectors 398
9.2 Paths to change 419
Supporting resources
Visit www.pearsoned.co.uk/senior to find valuable online resources
Companion Website for students
• Chapter overviews
• Case study feedback
• Annotated links to relevant sites on the web
For instructors
• Power Point slides of key learning points, objectives and activities
• Chapter overviews and synopsis
• Feedback on activities and key areas of discussion
• Case example notes
• Possible session structures
For more information please contact your local Pearson Education sales
representative or visit www.pearsoned.co.uk/senior |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Senior, Barbara Fleming, Jocelyne |
| author_facet | Senior, Barbara Fleming, Jocelyne |
| author_role | aut aut |
| author_sort | Senior, Barbara |
| author_variant | b s bs j f jf |
| building | Verbundindex |
| bvnumber | BV021295024 |
| callnumber-first | H - Social Science |
| callnumber-label | HD58 |
| callnumber-raw | HD58.8 |
| callnumber-search | HD58.8 |
| callnumber-sort | HD 258.8 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | MS 5750 QP 340 |
| ctrlnum | (OCoLC)62430954 (DE-599)BVBBV021295024 |
| dewey-full | 658.4/06 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/06 |
| dewey-search | 658.4/06 |
| dewey-sort | 3658.4 16 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Soziologie Wirtschaftswissenschaften |
| discipline_str_mv | Soziologie Wirtschaftswissenschaften |
| edition | 3. ed. |
| format | Book |
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| genre | 1\p (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Lehrbuch |
| id | DE-604.BV021295024 |
| illustrated | Illustrated |
| index_date | 2024-07-02T13:50:58Z |
| indexdate | 2024-07-09T20:34:58Z |
| institution | BVB |
| isbn | 0273695983 9780273695981 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-014615804 |
| oclc_num | 62430954 |
| open_access_boolean | |
| owner | DE-703 DE-739 DE-188 |
| owner_facet | DE-703 DE-739 DE-188 |
| physical | XXI, 436 S. Ill., graph. Darst. |
| publishDate | 2006 |
| publishDateSearch | 2006 |
| publishDateSort | 2006 |
| publisher | Prentice Hall |
| record_format | marc |
| spelling | Senior, Barbara Verfasser aut Organizational change Barbara Senior ; Jocelyne Fleming 3. ed. Harlow ; Munich [u.a.] Prentice Hall 2006 XXI, 436 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Changement organisationnel Organisatieverandering gtt Organizational change Management (DE-588)4037278-9 gnd rswk-swf Organisationswandel (DE-588)4075693-2 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Organisationswandel (DE-588)4075693-2 s Management (DE-588)4037278-9 s DE-604 Fleming, Jocelyne Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014615804&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Senior, Barbara Fleming, Jocelyne Organizational change Changement organisationnel Organisatieverandering gtt Organizational change Management (DE-588)4037278-9 gnd Organisationswandel (DE-588)4075693-2 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4075693-2 (DE-588)4123623-3 |
| title | Organizational change |
| title_auth | Organizational change |
| title_exact_search | Organizational change |
| title_exact_search_txtP | Organizational change |
| title_full | Organizational change Barbara Senior ; Jocelyne Fleming |
| title_fullStr | Organizational change Barbara Senior ; Jocelyne Fleming |
| title_full_unstemmed | Organizational change Barbara Senior ; Jocelyne Fleming |
| title_short | Organizational change |
| title_sort | organizational change |
| topic | Changement organisationnel Organisatieverandering gtt Organizational change Management (DE-588)4037278-9 gnd Organisationswandel (DE-588)4075693-2 gnd |
| topic_facet | Changement organisationnel Organisatieverandering Organizational change Management Organisationswandel Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014615804&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT seniorbarbara organizationalchange AT flemingjocelyne organizationalchange |