Businesses face many growing challenges, including rapid technological advances, an increasingly globalized workforce, and seismic global events. Being able to manage change effectively is vital. With a clear organizing framework, based on a process model of change, and vast breadth of coverage, John Hayes'' best-selling textbook covers all stages of change management. This seventh edition equips you with the practical tools, and knowledge of recent academic research and thinking, to manage change in all types of organizations. It embeds learning with a range of pedagogical tools, including experiential learning exercises, research reports, in-text examples and case studies from real-life organizational situations. Taking a managerial approach, this textbook is suitable for undergraduate, postgraduate and MBA students studying change management as well as for practitioners. New to this edition: - Chapter on trust in change management exploring the importance of trust in the change process -More on responding to big bang disruptions such as the impact of Covid 19 on businesses -New content on how cognitive style can affect sensitivity to emerging issues -A new change management tool, the Cognitive Style Index, for measuring cognitive style hosted on the companion website and discussed in the book -Discussion of the effects of working from home and hybrid working practices , and the need for modular and systemic diagnosis -More tables and many new case studies Visit bloomsbury.pub/hayes-change-management-7e for a range of resources to support teaching and learning, including narrated audio-visual tutorials, a testbank, interactive quizzes, detailed case study briefings and bonus cases, and interactive change management tools.

Autorentext
John Hayes is Emeritus Professor of Change Management at Leeds University Business School, UK.

Klappentext

With a clear organizing framework, based on a process model of change, and vast breadth of coverage, John Hayes' best-selling textbook covers all stages of change management.

This 7th edition equips you with the practical tools, and knowledge of recent academic research and thinking, to manage change in all types of organizations. It embeds learning with a range of pedagogical tools, including experiential learning exercises, research reports, in-text examples and case studies from real-life organizational situations.

Taking a managerial approach, this textbook is suitable for undergraduate, postgraduate and MBA students studying change management as well as for practitioners.

New to this edition:
-Chapter on trust in change management exploring the importance of trust in the change process
-More on responding to big bang disruptions such as the impact of Covid 19 on businesses
-New content on how cognitive style can affect sensitivity to emerging issues
-A new change management tool, the Cognitive Style Index, for measuring cognitive style hosted on the companion website and discussed in the book
-Discussion of the effects of working from home and hybrid working practices, and the need for modular and systemic diagnosis
-More tables and many new case studies

The companion website provides a range of resources to support teaching and learning, including narrated audio-visual tutorials, a testbank, interactive quizzes, detailed case study briefings and bonus cases, and interactive change management tools.

Inhalt

Part 1 - Managing change: a process perspective
Intro to Part 1

1. Process models of change
2. Leading change: a process perspective
   Part 2 - Recognizing the need for change and starting the change process
   Intro to Part 2
3. Patterns of change
4. Sources of change
5. Recognizing the need or opportunity for change
6. Using value innovation to proactively identify new opportunities
7. Starting the change
   Part 3 - Diagnosing what needs to be changed
   Intro to Part 3
8. Diagnosis
9. Gathering and interpreting information
   Part 4 - Planning and preparing for change
   Intro Part 4
10. Shaping implementation strategies
11. Developing a change plan
12. Types of interventions based on who does what
13. Types of intervention classified according to focal issues
14. Selecting interventions
    Part 5 - Leading and managing the people issues
    Intro to Part 5
15. Building change relationships
16. The role of leadership
17. Power, politics and stakeholder management
18. Responsible change management: an ethical approach
19. Managing context to promote ethical practice
20. Communicating change
21. Trust: the essential lubricant for change
22. Motivating others to change
23. Supporting others through change
    Part 6 - Implementing change and reviewing progress
    Intro to Part 6
24. Implementing change
25. Reviewing and keeping the change on track
    Part 7 - Sustaining change
    Intro to Part 7
26. Making change stick
27. Spreading change
    Part 8 - Learning
    Intro to Part 8
28. Change managers learning from their own experience
29. Facilitating collective learning
30. Pulling it all together: a concluding case study
    References
    Author index
    Subject index