Managing change : (Record no. 5137)

MARC details
000 -LEADER
fixed length control field 07184nam a2200229 4500
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
ISBN 9780273683360
Terms of availability TZS 76,812.71
040 ## - CATALOGING SOURCE
Original cataloging agency MUL
Language of cataloging eng.
Description conventions AACR
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number 658.406 BUR
100 ## - MAIN ENTRY--AUTHOR NAME
Personal name Bernard Burnes
245 ## - TITLE STATEMENT
Title Managing change :
Sub Title a strategic approach to organisational dynamics
Statement of responsibility, etc / Bernard Burnes
250 ## - Edition Statement
Edition statement 4th ed.
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT)
Place of publication Harlow :
Name of publisher Prentice Hall Financial Times,
Year of publication 2004.
300 ## - PHYSICAL DESCRIPTION
Number of Pages ix, 623 p. :
Other physical details ill. ;
Dimensions 25 cm.
504 ## - BIBLIOGRAPHY, ETC. NOTE
Bibliography, etc Includes index.
505 ## - Formatted Contents
Formatted contents note Acknowledgements xi <br/>Introduction 1 (10)<br/> Part One The rise and fall of the rational organisation<br/> <br/> From trial and error to the science of management<br/> 11 (42)<br/> The rise of organisation theory<br/> 11 (42)<br/> Learning objectives<br/> 11 (1)<br/> Introduction<br/> 12 (2)<br/> The rise of commerce and the birth of the factory<br/> 14 (19)<br/> Organisation theory: the Classical approach<br/> 33 (14)<br/> Conclusions<br/> 47 (4)<br/> Test your learning<br/> 51 (1)<br/> Suggested further reading<br/> 52 (1)<br/> Developments in organisation theory<br/> 53 (30)<br/> From certainty to contingency<br/> 53 (30)<br/> Learning objectives<br/> 53 (1)<br/> Introduction<br/> 54 (1)<br/> The Human Relations approach<br/> 55 (15)<br/> The Contingency Theory approach<br/> 70 (10)<br/> Conclusions<br/> 80 (2)<br/> Test your learning<br/> 82 (1)<br/> Suggested further reading<br/> 82 (1)<br/> In search of new paradigms<br/> 83 (58)<br/> Learning objectives<br/> 83 (1)<br/> Introduction<br/> 84 (4)<br/> The Culture--Excellence approach<br/> 88 (27)<br/> The Japanese approach to management<br/> 115 (11)<br/> Organisational learning<br/> 126 (9)<br/> Conclusions<br/> 135 (4)<br/> Test your learning<br/> 139 (1)<br/> Suggested further reading<br/> 140 (1)<br/> Critical perspectives on organisation theory<br/> 141 (25)<br/> Postmodernism, realism and complexity<br/> 141 (25)<br/> Learning objectives<br/> 141 (1)<br/> Introduction<br/> 142 (2)<br/> The postmodern perspective<br/> 144 (10)<br/> The realist perspective<br/> 154 (3)<br/> The complexity perspective<br/> 157 (6)<br/> Conclusions<br/> 163 (1)<br/> Test your learning<br/> 164 (1)<br/> Suggested further reading<br/> 165 (1)<br/> Culture, power, politics and choice<br/> 166 (37)<br/> Learning objectives<br/> 166 (1)<br/> Introduction<br/> 167 (2)<br/> The cultural perspective<br/> 169 (14)<br/> The power--politics perspective<br/> 183 (10)<br/> Managing and changing organisations: bringing back choice<br/> 193 (4)<br/> Conclusions<br/> 197 (2)<br/> Test your learning<br/> 199 (1)<br/> Suggested further reading<br/> 199 (4)<br/> Part Two Strategy development and change management: past, present and future<br/> <br/> Approaches to strategy<br/> 203 (29)<br/> Managerial choice and constraints<br/> 203 (29)<br/> Learning objectives<br/> 203 (2)<br/> Introduction<br/> 205 (2)<br/> Understanding strategy: origins, definitions and approaches<br/> 207 (13)<br/> Understanding strategy: choices and constraints<br/> 220 (8)<br/> Conclusions<br/> 228 (2)<br/> Test your learning<br/> 230 (1)<br/> Suggested further reading<br/> 231 (1)<br/> Applying strategy<br/> 232 (27)<br/> Models, levels and tools<br/> 232 (27)<br/> Learning objectives<br/> 232 (1)<br/> Introduction<br/> 233 (1)<br/> Types of strategies<br/> 234 (4)<br/> Levels of strategy<br/> 238 (8)<br/> Strategic planning tools<br/> 246 (10)<br/> Conclusions<br/> 256 (1)<br/> Test your learning<br/> 257 (1)<br/> Suggested further reading<br/> 258 (1)<br/> Approaches to change management<br/> 259 (28)<br/> Learning objectives<br/> 259 (1)<br/> Introduction<br/> 260 (1)<br/> Theoretical foundations<br/> 261 (6)<br/> The Planned approach to organisational change<br/> 267 (14)<br/> The frequency and magnitude of organisational change<br/> 281 (3)<br/> Conclusions<br/> 284 (1)<br/> Test your learning<br/> 285 (1)<br/> Suggested further reading<br/> 286 (1)<br/> Developments in change management<br/> 287 (31)<br/> The Emergent approach and beyond<br/> 287 (31)<br/> Learning objectives<br/> 287 (1)<br/> Introduction<br/> 288 (1)<br/> The case against the Planned approach to organisational change<br/> 289 (2)<br/> The Emergent approach to change<br/> 291 (21)<br/> Emergent change: summary and criticisms<br/> 312 (4)<br/> Conclusions<br/> 316 (1)<br/> Test your learning<br/> 317 (1)<br/> Suggested further reading<br/> 317 (1)<br/> A framework for change<br/> 318 (17)<br/> Approaches and choices<br/> 318 (17)<br/> Learning objectives<br/> 318 (2)<br/> Introduction<br/> 320 (1)<br/> Varieties of change<br/> 321 (4)<br/> A framework for change<br/> 325 (3)<br/> A framework for choice<br/> 328 (1)<br/> Conclusions<br/> 329 (3)<br/> Test your learning<br/> 332 (1)<br/> Suggested further reading<br/> 332 (3)<br/> Part Three Case studies in strategy development and change management<br/> <br/> Case studies in strategic change<br/> 335 (30)<br/> Learning objectives<br/> 335 (1)<br/> Introduction<br/> 335 (2)<br/> Case Study 1: The Internet and the P2P Revolution in the music industry<br/> 337 (6)<br/> Case Study 2: The rise and fall of Marconi<br/> 343 (4)<br/> Case Study 3: Oticon - the disorganised organisation<br/> 347 (8)<br/> Case Study 4: Privatisation and the European Union: the case of the Public Power Corporation of Greece<br/> 355 (7)<br/> Conclusions<br/> 362 (2)<br/> Test your learning<br/> 364 (1)<br/> Case studies in changing internal relationships and attitudes<br/> 365 (33)<br/> Learning objectives<br/> 365 (1)<br/> Introduction<br/> 365 (3)<br/> Case Study 5: Volvo's approach to Job Design<br/> 368 (9)<br/> Case Study 6: XYZ Construction<br/> 377 (6)<br/> Case Study 7: GK Printers Limited - changing systems and attitudes<br/> 383 (13)<br/> Conclusions<br/> 396 (1)<br/> Test your learning<br/> 397 (1)<br/> Case studies in changing external relationships<br/> 398 (29)<br/> Learning objectives<br/> 398 (1)<br/> Introduction<br/> 398 (3)<br/> Case Study 8: Rover-TRW - operational integration<br/> 401 (6)<br/> Case Study 9: Speedy Stationers Ltd and UTL (Turbines) Ltd - supplier-driven change<br/> 407 (7)<br/> Case Study 10: PoliceCo - outsourcing in the public sector<br/> 414 (6)<br/> Conclusions<br/> 420 (3)<br/> Test your learning<br/> 423 (4)<br/> Part Four Managing choice<br/> <br/> Managing change<br/> 427 (25)<br/> Lessons from theory and practice<br/> 427 (25)<br/> Learning objectives<br/> 427 (1)<br/> Introduction<br/> 427 (2)<br/> Lessons from theory and practice<br/> 429 (15)<br/> Employee involvement and organisational transformation<br/> 444 (3)<br/> Conclusions: merging theory and practice<br/> 447 (3)<br/> Test your learning<br/> 450 (2)<br/> Organisational change and managerial choice<br/> 452 (34)<br/> Learning objectives<br/> 452 (1)<br/> Introduction<br/> 452 (3)<br/> The Choice Management-Change Management model<br/> 455 (29)<br/> Conclusions<br/> 484 (1)<br/> Test your learning<br/> 485 (1)<br/> Management - roles and responsibilities<br/> 486 (51)<br/> Learning objectives<br/> 486 (1)<br/> Introduction<br/> 487 (2)<br/> Globalisation and the challenge of change<br/> 489 (9)<br/> The manager's role<br/> 498 (5)<br/> Management and leadership<br/> 503 (11)<br/> Management and leadership in action<br/> 514 (5)<br/> Managerial development<br/> 519 (8)<br/> Management, leadership and change<br/> 527 (3)<br/> Summary and conclusions<br/> 530 (4)<br/> Test your learning<br/> 534 (1)<br/> Suggested further reading<br/> 535 (2)<br/>Bibliography 537 (58)<br/>Glossary 595 (12)<br/>Index 607
520 ## - SUMMARY, ETC.
Summary, etc This text provides management students and practising managers with an understanding of, and a guide to, managing the complexities of organizational change effectively. It discusses the techniques and methods that can be used to aid such change
546 ## - LANGUAGE NOTE
Language note eng.
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical Term Organizational change
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical Term Organizational change Management
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical Term Organizational Innovation
942 ## - ADDED ENTRY ELEMENTS
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        Mzumbe University Main Campus Library Mzumbe University Main Campus Library 02/14/2009 Radar bookshop 658.406 BUR 0059055 1 11/28/2022 Book  
        Mzumbe University Main Campus Library Mzumbe University Main Campus Library 02/14/2009 Radar bookshop 658.406 BUR 0056438 2 11/28/2022 Book  
        Mzumbe University Main Campus Library Mzumbe University Main Campus Library 02/14/2009 Radar bookshop 658.406 BUR 0056439 3 11/28/2022 Book  
        Mzumbe University Main Campus Library Mzumbe University Main Campus Library 02/14/2009 Radar bookshop 658.406 BUR 0051832 4 11/28/2022 Book special reserve
        Mzumbe University Main Campus Library Mzumbe University Main Campus Library 02/14/2009 Radar bookshop 658.406 BUR 0059321 5 11/28/2022 Book special reserve
        Mzumbe University Main Campus Library Mzumbe University Main Campus Library 02/14/2009 Radar bookshop 658.406 BUR 0059322 6 11/28/2022 Book special reserve

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