Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change - Tapa blanda

Críticas

"Provides a clear and thorough tour of different models of change" (Richard Jolly, Adjunct Professor, London Business School)

"This impressive book on change is an essential read for any professional manager who is serious about getting to grips with the important issues of making change happen." (Dr Jeff Watkins, Former MSc Course Director, University of Bristol)

"There has long been a need for a readable, practical but theoretically underpinning book on change which recognizes a multiplicity of perspectives. I thoroughly recommend it." (Professor Colin Carnall, Cass Business School, City University)

Reseña del editor

The definitive, bestselling text in the field of change management, Making Sense of Change Management provides a thorough overview of the subject for both students and professionals. Along with explaining the theory of change management, it comprehensively covers the models, tools, and techniques of successful change management so organizations can adapt to tough market conditions and succeed by changing their strategies, structures, boundaries, mindsets, leadership behaviours and of course their expectations of the people who work within them.

This completely revised and updated 4th edition of Making Sense of Change Management includes more international examples and case studies, emerging new thinking and practice in the area of cultural change and a new chapter on the interrelationship with project management (PM) and change management. It also covers complexity models, agile approaches, and stakeholder management along with cultural sensitivity and what to do when cultures collide. Making Sense of Change Management remains essential reading for anyone who is currently part of, or leading, a change initiative.

Online supporting resources include lecture slides, making this an ideal textbook for MBA or graduate students focusing on leading or managing change.