This exciting new text fills the gap in the management literature on organizational change. It presents a balanced view, which raises questions about the imperative of change, who’s interests are being served, how change programmes impact on employees and why organizations continually engage in such programmes. It gives readers a comprehensive history of: change management literature types of change techniques over time (i.e. TQM, BPR, Balanced Scorecard, Six Sigma, etc.) the role of management gurus in the rise and fall of management fashions the impact of organizational change on organizational members. The authors provide case vignettes of companies from both sides of the Atlantic, which have undergone some of the better-known change techniques, and explore the reasons for their successes and failures. This is an innovative and important new text for students of organizational behaviour, organizational change, strategy and HRM.

Eschewing the hyperbole of many current management books Patrick Dawson uses the views and experiences of people from the shop floor to the upper reaches of executive management to further our understanding of complex organizational change processes.

"Identifies dozens of myths, bad models, and unhelpful metaphors, replacing some with twenty-first century research and revealing gaps where research needs to be done ... Links the origins of theories about change to the history of ideas and suggests that the human sciences will provide real breakthroughs in our understanding of people in the twenty-first century ... Change fundamentally involves changing people's minds, yet the most recent research shows that provision of facts may 'strengthen' resistance ... will help you build influence, improve communication, optimize decision making, and sustain change"--Jacket.

Understanding both leadership and change have been recurrent and popular themes within the business, management and organization studies literature. However, our understanding of leadership and organizational change in combination is far more limited. The Leadership of Organizational Change offers a critical review of the evolution of leadership and organizational change for the past thirty-five years, taking stock of what we know, identifying what we do not know, and establishing how the study of the leadership of change should advance. In the late seventies and early eighties, as interest in managing and leading change was fuelled by the competitive threat of Asia in general and Japan in particular as perceived by western businesses and governments, Burns (1978) writing in his landmark book Leadership at this time, referred to an intellectual crisis: "The crisis of leadership today is the mediocrity or irresponsibility of so many of the men and women in power, but leadership rarely rises to the full need for it. The fundamental crisis underlying mediocrity is intellectual. If we know all too much about our leaders, we know far too little about leadership." While the study of managing change has benefitted from sustained critical scrutiny, particularly in the last decade, it is believed that this is to have been at the expense of critical scrutiny of leading change. The Leadership of Organizational Change critically reviews how the study of leading change has advanced since 1978 and the crisis of intellectual mediocrity.

One of the major challenges facing organization studies has been for a long time to develop an operational content to the notion of routines . This book offers important advances in this direction, both conceptually and through illuminating case studies. Giovanni Dosi, Sant Anna School of Advanced Studies, Pisa, Italy This book showcases advanced empirical research that applies the concept of organizational routines to understanding organizations and how they change and evolve. The contributions gathered in the book cover qualitative, quantitative, and archival methods for empirical research applying the concept of organizational routines. Specific issues highlighted include the use of event-sequence methods in the analysis of organizational routines, the impact of standard operating procedures on recurrent behaviour patterns, and the stability, resilience, and change of organizational routines. The book thus provides an overview of different empirical methods applied to study organizational routines, and of their prerequisites, analytical power, and contribution. This comprehensive book will be of great interest to scholars and postgraduate students in the fields of organization theory, strategy, and organization behaviour. Researchers in organization, management and economic science, organizational change and evolutionary theories will also find this book invaluable.

Organizational change can be unpredictable and stressful. With a better understanding of what our brains need to focus, organizations can increase employee engagement, productivity and well-being to successfully manage periods of uncertainty. Drawing on the latest scientific research and verified by an independent neuroscientist, Neuroscience for Organizational Change explores the need for social connection at work, how best to manage emotions and reduce bias in decision-making, and why we need communication, involvement and storytelling to help us through change. Practical tips and suggestions can be found throughout, as well as examples of how these insights have been applied at organizations such as Lloyds Banking Group and GCHQ. The book also sets out a practical science-based planning model, SPACES, to enhance engagement. This updated second edition of Neuroscience for Organizational Change contains new chapters on planning the working day with the brain in mind and on overcoming the difficulties related to behavioural change. It also features up-to-the-minute wider content reflecting the latest insights and developments, and updated case studies from the first edition which give a long-term view of the benefits of applying neuroscience in organizations.

They also show how a variety of factors - including demographics, team structure, and communication processes influence the effectiveness of key managers.