Managing Organizational Change A Multiple Perspectives Approach

ISBN-10: 0073404993

ISBN-13: 9780073404998

Edition: 2nd 2009

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Managing Organizational Change: A Multiple Perspectives Approach, 2/e by Palmer, Dunford and Akin, provides managers with an awareness of the issues involved in managing change, moving them beyond "one-best way" approaches and providing them with access to multiple perspectives that they can draw upon in order to enhance their success in producing organizational change. These multiple perspectives provide a theme for the text as well as a framework for the way each chapter outlines different options open to managers in helping them to identify, in a reflective way, the actions and choices open to them. Book jacket.
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Book details

List price: $217.33
Edition: 2nd
Copyright year: 2009
Publisher: McGraw-Hill Education
Publication date: 3/31/2008
Binding: Paperback
Pages: 432
Size: 7.75" wide x 9.00" long x 0.75" tall
Weight: 1.650
Language: English

Ian Palmer commenced at RMIT University in January 2009 holding the roles of Deputy PVC Business (Research) in the College of Business, and Dean, School of Graduate Research, Research and Innovation.Prior to coming to RMIT, in 1999 Ian was appointed Professor of Management, UTS and from 2002 - 2008 occupied the role of Associate Dean (Research), Faculty of Business, UTS.Ian holds a PhD from Monash University and a Bachelor of Arts (Hons - 1) from the Australian National University (ANU). He has held visiting academic positions at the University of Virginia and Cornell University in the USA and at Macquarie GSM. Ian's teaching, research and consulting are in the fields of organizational design and change. He and his research collaborators have gained $1.9m in research grants including 3 Australian Research Council (ARC) Large or Discovery Grants and 2 ARC Linkage grants - the current one with the Victorian Police and the Australian Crime Commission on flexible forms of organizing. He has published extensively including four books and some 37 refereed journal articles. He has extensive teaching experience, particularly at the MBA and Executive MBA level, both nationally and internationally.He has held a range of national and international leadership roles. Nationally, from 2000 - 2002 he held the roles of Vice-President, President and Immediate Past-President of the Australian and New Zealand Academy of Management (ANZAM). From 2004 - 2008 he was the foundation Chair of BARDsNET - the Business Academic Research Director' s Network, which is jointly sponsored by ANZAM and by the Australian Business Deans Council (ABDC). In 2007 he was appointed by the Federal Government as Chair of the Research Quality Framework Panel 10 for Economics, Commerce and Management. Internationally, in 2004 - 2006 Ian was appointed to the Executive of the US Academy of Management's Organizational Development and Change Division (ODC) as the International Representative. In 2008-2010 Ian was elected to the same Executive as the Representative-at-Large. In 2002 Ian was made a Fellow of ANZAM, and in 2007 he was appointed to Life Membership of ANZAM, one of only eleven awarded in the history of that organization.

Introduction: Stories of Change
Stories of Change
A Hewlett-Packard Change Story: Managing a Merger
An IBM Change Story: Transformational Change from Below and Above
A Kodak Change Story: Provoking Reactions
A McDonald's Change Story: Responding to Pressure
Drawing out the Change Issues and Where They Are Found in the Chapters That Follow
Images of Managing Change...Chapter Two
Why Organizations Change...Chapter Three
What Changes in Organizations... Chapter Four
Diagnosis for Change...Chapter Five
Resistance to Change...Chapter Six
Implementing Change...Chapters Seven and Eight
Linking Vision and Change... Chapter Nine
Strategies and Skills for Communicating Change...Chapters Ten and Eleven
Consolidating Change...Chapter Twelve
Bringing It All Together: A Roadmap of the Book
A Note on Chapter Formats
Images of Managing Change
Images of Managing Change: Where They Come From
Images of Managing
Images of Change Outcomes
Six Images of Managing Change
Change Manager as Director
Change Manager as Navigator
Change Manager as Caretaker
Change Manager as Coach
Change Manager as Interpreter
Change Manager as Nurturer
Using the Six-Images Framework
Three Key Uses of the Six-Images Framework
Supplemental Reading
Case Study: Green Mountain Resort (Dis)solves the Turnover Problem
Why Organizations Change
Environmental Pressures for Change
Fashion Pressures
Mandated Pressures
Geopolitical Pressures
Market Decline Pressures
Hypercompetition Pressures
Reputation and Credibility Pressures
Why Organizations May Not Change in the Face of External Environmental Pressures
Organizational Learning versus Threat-Rigidity
Environment as Objective Entity versus Environment as Cognitive Construction
Forces for Change versus Forces for Stability
Bridging (Adapting) versus Buffering (Shielding)
Organizational Pressures for Change
Growth Pressures
Integration and Collaboration Pressures
Identity Pressures
New Broom Pressures
Power and Political Pressures
Supplemental Reading
Case Study: Chipping Away at Intel
What Changes in Organizations
Types of Changes
Distinguishing between First-Order and Second-Order Changes
First-Order, Adaptive Changes
Second-Order, Transformational Change
Beyond Either First-Order or Second-Order Change
Rethinking Linear, Equilibrium Assumptions about Change
Implications for Change Managers
Types of Changes: Lessons from the Front Line
Technological Change
Mergers and Acquisitions
Revisiting Downsizing, Technological Change, and Mergers and Acquisitions: How Fast?
Supplemental Reading
Case Study: Nestle
Diagnosis for Change
Models: Why Bother?
Modeling Organizations
The Six-Box Organizational Model
The 7-S Framework
The Star Model
The Congruence Model
The Burke-Litwin Model
The Four-Frame Model
Diagnosis by Image
Component Analysis
The PESTEL Framework
Scenario Analysis
Gap Analysis
The Elements of Strategy
The Strategic Inventory
Newsflash Exercise
Cultural Web
Structural Dilemmas
The Boundaryless Organization
Diagnosing Readiness to Change
Stakeholder Analysis
Force-Field Analysis
Supplemental Reading
Case Study: Boeing
Resistance to Change
Support for Change
Signs of Resistance to Change
Why Do People Resist Change?
Dislike of Change
Discomfort with Uncertainty
Perceived Negative Effect on Interests
Attachment to the Established Organizational Culture/Identity
Perceived Breach of Psychological Contract
Lack of Conviction That Change Is Needed
Lack of Clarity as to What Is Expected
Belief That the Specific Change Being Proposed Is Inappropriate
Belief That the Timing Is Wrong
Excessive Change
Cumulative Effect of Other Changes in One's Life
Perceived Clash with Ethics
Reaction to the Experience of Previous Changes
Disagreement with the Way the Change Is Being Managed
Managers as Change Resistors
Managing Resistance
A "Situational" Approach
The Resistance Cycle, aka "Let Nature Take Its Course"
"Creative Counters" to Expressions of Resistance
Thought Self-Leadership
Tinkering, Kludging, and Pacing
The "Power of Resistance"
Supplemental Reading
Case Study: Problems at Perrier
Implementing Change: Organization Development, Appreciative Inquiry, Positive Organizational Scholarship, and Sense-Making Approaches
Coach Image of Implementing Change: The Organization Development (OD), Appreciative Inquiry (AI), and Positive Organizational Scholarship (POS) Approaches
Traditional OD Approach: Fundamental Values
The OD Practitioner
Criticisms of OD
Current Relevance of OD's Traditional Values
Are OD Values Universal?
Engaging in Large-Scale Change
Appreciative Inquiry: From Problem Solving to (Building on) What Works Well
The Emergence of Positive Organizational Scholarship (POS)
Interpreter Image of Implementing Change: Sense-Making Approaches
Supplemental Reading
Case Study: Change at DuPont
Implementing Change: Change Management, Contingency, and Processual Approaches
Director Image of Managing Change: Change Management and Contingency Approaches
Change Management Approaches
Is Change Management Supplanting OD?
OD-Change Management Debates
Contingency Approaches
Why Contingency Approaches Are Not Dominant
Navigator Images of Managing Change: Processual Approaches
What Does Managing Change Mean from a Processual Approach?
Supplemental Reading
Case Study: The British Airways Swipe Card Debacle
Linking Vision and Change
Content of Meaningful Visions
Vision Attributes
Beyond Bumper Sticker Visions? Visions as Stories
Relationship of Vision to Mission and Goals
Relationship of Vision to Market Strategy
How Context Affects Vision
Processes by Which Visions Emerge
Crafting the Vision
Questions That Help to Develop a Vision
Connecting the Vision to the Organization's Inner Voice
When Visions Fail
Adaptability of the Vision over Time
Presence of Competing Visions
Linking Vision to Change: Three Debates
Does Vision Drive Change or Emerge during Change?
Does Vision Help or Hinder Change?
Is Vision an Attribute of Heroic Leaders or of Heroic Organizations?
Supplemental Reading
Case Study: Role of Vision at Mentor Graphics
Strategies for Communicating Change
The Communication Process
Modeling the Communication Process
Influence of Language, Power, Gender, and Emotion
Strategies for Communicating Change
Can You Communicate Too Much?
Getting the Word out or Getting Buy-in?
Beyond Spray and Pray
Contingency Approaches to Communication Strategies
Communication Media
Media Richness
Who Is Responsible for Communicating the Change?
Tag Teams
Supplemental Reading
Case Study: Cheryl Ways and Agilent Technology's Layoffs
Skills for Communicating Change
Communication Skills for Engaging Others in the Change Process
Listening as a Communication Skill
Telling Stories
Selling Change Upward
Toxic Handlers
Change Conversation Skills
Talking in Stages
Talking Coherently
Aligning Your Language with the Desired Change
Creating a Common Change Language
Communicating Change with the Outside World
Selling Internal Changes to External Stakeholders
Crisis Management and Corporate Reputation
Supplemental Reading
Case Study: Tyco
Sustaining Change
Sustained Change: What Are Its Signs?
Actions to Sustain Change
Redesign Roles
Redesign Reward System
Link Selection Decisions to Change Objectives
Act Consistently with Advocated Actions
Encourage "Voluntary Acts of Initiative"
Measure Progress
Celebrate "En Route"
Some Words of Caution
Expect Some Unanticipated Outcomes
Be Alert to Measurement Limitations
Don't "Declare Victory" Too Soon
Beware Escalation of Commitment
Recognize "Productive Failure"
Supplemental Reading
Case Study: The Challenger and Columbia Shuttle Disasters
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