Managing Change

New to this Edition

All chapters have been updated to reflect developments in the field since the fifth edition. The opportunity has also been taken to clarify and re-organise material to make it more accessible to readers and two new chapters have been created. The main changes from the fifth edition are as follows:

• All the chapters have new mini case studies at the beginning.  There are also four new, longer case studies, which appear at the end of Chapters 5, 12, 13 and 14.
• The first part of Chapter 1 has been revised to incorporate more material on the pre-history of organisations. It shows that for much of human history, those who controlled organisations tended to prefer stability over change. 
• A new section has been added to Chapter 2 to highlight the importance of the work of Mary Parker Follett. It also helps to emphasise the importance of the role of women in the development of modern organisations and organisation theories. 
• In Chapter 5, the section on culture has been revised. The section on national cultures has, in particular,  been expanded to include the GLOBE (Global Leadership and Organizational Effectiveness)  study, which was established to examine how different cultures viewed leadership. 
• A new Chapter 8 has been inserted.  This brings together and expands material which was previously divided amongst a number of chapters and only dealt with briefly. In particular, this new chapter includes a section on readiness for and resistance to change, and a discussion of small-scale/slow versus large-scale/fast change.
• Chapter 9 has been substantially revised to provide more information on the history and purpose of organization development (OD).
• Chapter 10 has been significantly revised to update the current status of Emergent change and to show that it is being challenged by complexity-based Emergence and a renaissance of OD.
• Chapter 11 in the fifth edition, which covered the Choice Management - Change Management model, has been divided into two chapters, now Chapters 12 and 13. The new Chapter 13, which is solely devoted to an expanded discussion of the Change process, draws especial attention to the importance of behavioural change.