Managing change : a strategic approach to organisational dynamics / Bernard Burnes

Includes index.

Acknowledgements xi
Introduction 1 (10)
Part One The rise and fall of the rational organisation

From trial and error to the science of management
11 (42)
The rise of organisation theory
11 (42)
Learning objectives
11 (1)
Introduction
12 (2)
The rise of commerce and the birth of the factory
14 (19)
Organisation theory: the Classical approach
33 (14)
Conclusions
47 (4)
Test your learning
51 (1)
Suggested further reading
52 (1)
Developments in organisation theory
53 (30)
From certainty to contingency
53 (30)
Learning objectives
53 (1)
Introduction
54 (1)
The Human Relations approach
55 (15)
The Contingency Theory approach
70 (10)
Conclusions
80 (2)
Test your learning
82 (1)
Suggested further reading
82 (1)
In search of new paradigms
83 (58)
Learning objectives
83 (1)
Introduction
84 (4)
The Culture--Excellence approach
88 (27)
The Japanese approach to management
115 (11)
Organisational learning
126 (9)
Conclusions
135 (4)
Test your learning
139 (1)
Suggested further reading
140 (1)
Critical perspectives on organisation theory
141 (25)
Postmodernism, realism and complexity
141 (25)
Learning objectives
141 (1)
Introduction
142 (2)
The postmodern perspective
144 (10)
The realist perspective
154 (3)
The complexity perspective
157 (6)
Conclusions
163 (1)
Test your learning
164 (1)
Suggested further reading
165 (1)
Culture, power, politics and choice
166 (37)
Learning objectives
166 (1)
Introduction
167 (2)
The cultural perspective
169 (14)
The power--politics perspective
183 (10)
Managing and changing organisations: bringing back choice
193 (4)
Conclusions
197 (2)
Test your learning
199 (1)
Suggested further reading
199 (4)
Part Two Strategy development and change management: past, present and future

Approaches to strategy
203 (29)
Managerial choice and constraints
203 (29)
Learning objectives
203 (2)
Introduction
205 (2)
Understanding strategy: origins, definitions and approaches
207 (13)
Understanding strategy: choices and constraints
220 (8)
Conclusions
228 (2)
Test your learning
230 (1)
Suggested further reading
231 (1)
Applying strategy
232 (27)
Models, levels and tools
232 (27)
Learning objectives
232 (1)
Introduction
233 (1)
Types of strategies
234 (4)
Levels of strategy
238 (8)
Strategic planning tools
246 (10)
Conclusions
256 (1)
Test your learning
257 (1)
Suggested further reading
258 (1)
Approaches to change management
259 (28)
Learning objectives
259 (1)
Introduction
260 (1)
Theoretical foundations
261 (6)
The Planned approach to organisational change
267 (14)
The frequency and magnitude of organisational change
281 (3)
Conclusions
284 (1)
Test your learning
285 (1)
Suggested further reading
286 (1)
Developments in change management
287 (31)
The Emergent approach and beyond
287 (31)
Learning objectives
287 (1)
Introduction
288 (1)
The case against the Planned approach to organisational change
289 (2)
The Emergent approach to change
291 (21)
Emergent change: summary and criticisms
312 (4)
Conclusions
316 (1)
Test your learning
317 (1)
Suggested further reading
317 (1)
A framework for change
318 (17)
Approaches and choices
318 (17)
Learning objectives
318 (2)
Introduction
320 (1)
Varieties of change
321 (4)
A framework for change
325 (3)
A framework for choice
328 (1)
Conclusions
329 (3)
Test your learning
332 (1)
Suggested further reading
332 (3)
Part Three Case studies in strategy development and change management

Case studies in strategic change
335 (30)
Learning objectives
335 (1)
Introduction
335 (2)
Case Study 1: The Internet and the P2P Revolution in the music industry
337 (6)
Case Study 2: The rise and fall of Marconi
343 (4)
Case Study 3: Oticon - the disorganised organisation
347 (8)
Case Study 4: Privatisation and the European Union: the case of the Public Power Corporation of Greece
355 (7)
Conclusions
362 (2)
Test your learning
364 (1)
Case studies in changing internal relationships and attitudes
365 (33)
Learning objectives
365 (1)
Introduction
365 (3)
Case Study 5: Volvo's approach to Job Design
368 (9)
Case Study 6: XYZ Construction
377 (6)
Case Study 7: GK Printers Limited - changing systems and attitudes
383 (13)
Conclusions
396 (1)
Test your learning
397 (1)
Case studies in changing external relationships
398 (29)
Learning objectives
398 (1)
Introduction
398 (3)
Case Study 8: Rover-TRW - operational integration
401 (6)
Case Study 9: Speedy Stationers Ltd and UTL (Turbines) Ltd - supplier-driven change
407 (7)
Case Study 10: PoliceCo - outsourcing in the public sector
414 (6)
Conclusions
420 (3)
Test your learning
423 (4)
Part Four Managing choice

Managing change
427 (25)
Lessons from theory and practice
427 (25)
Learning objectives
427 (1)
Introduction
427 (2)
Lessons from theory and practice
429 (15)
Employee involvement and organisational transformation
444 (3)
Conclusions: merging theory and practice
447 (3)
Test your learning
450 (2)
Organisational change and managerial choice
452 (34)
Learning objectives
452 (1)
Introduction
452 (3)
The Choice Management-Change Management model
455 (29)
Conclusions
484 (1)
Test your learning
485 (1)
Management - roles and responsibilities
486 (51)
Learning objectives
486 (1)
Introduction
487 (2)
Globalisation and the challenge of change
489 (9)
The manager's role
498 (5)
Management and leadership
503 (11)
Management and leadership in action
514 (5)
Managerial development
519 (8)
Management, leadership and change
527 (3)
Summary and conclusions
530 (4)
Test your learning
534 (1)
Suggested further reading
535 (2)
Bibliography 537 (58)
Glossary 595 (12)
Index 607

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

eng.