The Theory and Practice of Change Management

by John Hayes

Overview

Technological advances, an increasingly globalized workforce and seismic global events mean that change is a constant feature of business life today. The consequences of not managing change effectively can be devastating for businesses.
How can managers deal with change brought about by unpredictable events? How can they embrace change and communicate its benefits to stakeholders? How can organizations ensure the ongoing success of change?

John Hayes's bestselling textbook equips you with the practical tools and academic knowledge to tackle these questions and many more. Offering unrivalled breadth, it will guide you clearly through all stages of the change process, from recognizing the need for change to ensuring its successful implementation. Its unique underpinning framework, based on a process model of change, will help you to view change as purposeful and ordered, rather than something chaotic and unmanageable.

This sixth edition covers all of the key theories, tools and techniques of organizational change, and offers everything you need to know about organizational change today:

- Brand new international case studies and examples allow you to understand change in context
- Coverage of 'big-bang' disruptions, offers you a framework for dealing with unforeseen global events like pandemics, economic instability and climate change
- Updated research reports show you the latest theory in the field
- New learning objectives, reflective questions and experiential exercises help you to consolidate your learning and revise effectively
- Increased coverage of SMEs, public sector and family businesses shows you change in diverse sectors

Product Details

ISBN-13:	9781352012545
Publisher:	Bloomsbury Publishing
Publication date:	12/29/2021
Sold by:	Barnes & Noble
Format:	eBook
Pages:	488
Sales rank:	292,128
File size:	48 MB
Note:	This product may take a few minutes to download.

About the Author

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

Table of Contents

Part 1 - Managing change: a process perspective
Intro to Part 1
1. Process models of change
2. Leading change
Part 2 - Recognising the need for change
Intro to Part 2
3. Patterns of change
4. Sources of change
5. Recognizing the need for change
6. Using value innovation
7. Starting the change
Part 3 - Diagnosing what needs to be changed
Intro to Part 3
8. Diagnosis
9. Gathering and interpreting
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 based on issues to be resolved
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
19. Managing context to promote ethical practice
20. Communicating change
21. Motivating others to change
22. Supporting others through change
Part 6 - Implementing change and reviewing progress
Intro to Part 6
23. Implementing change
24. Reviewing and keeping the change on track
Part 7 - Sustaining change
Intro to Part 7
25. Making the change stick
26. Spreading the change
Part 8 - Learning
Intro to Part 8
27. Change managers learning from their own experience
28. Facilitating collective learning
29. Pulling it all together: a concluding case study

What People are Saying About This

From the Publisher

It would be hard to improve on the last edition of Hayes’ book, but this version does. Wonderfully clear, it is a useful book for course leaders in the human side of strategy, and a great lifelong learning companion for anyone moving into a change agent’s role or looking to change their organisation. The new, reframed chapters on making change stick are a great addition. – Peter Antonioni, UCL School of Management, UK

Getting people to change, even when it is in their best interest to do so, is the most difficult task faced by any leader. Hayes makes this content readily accessible, in one of the best management texts I have ever read. – Nicholas S. Miceli, Park University, USA

In our turbulent times, the management of organizational change has become more important than ever. John Hayes’s book systemizes the complex field of change management and orders it into a clear and logical process. Highly recommended reading for both students and practitioners who want to learn how change management works and why. – Professor Dr Arjan Kozica, ESB Business School, Reutlingen University, Germany

This text has three great strengths as an effective learning resource: it is one of the few texts where chapters clearly align with managing the change process; it emphasises the people management issues associated with implementing change; and each chapter provides at least one brief practical case study, drawing from a range of industries and organisations located around the globe. – Jan Fermelis, Deakin University, Australia

This excellent book gives a thorough view of the many forms and stages of change management processes in today's organisations. The multimedia learning aids and case studies unpack crucial issues further for the reader, offering useful insights into reasons for the possible success or failure of various change initiatives. – Tom Calvard, University of Edinburgh Business School, UK

Organizational change is a complex and paradoxical phenomenon. Scholars endlessly discuss the dilemmas and conflicting epistemological stances, while practitioners need insightful examples, clear frameworks and practical guidelines on how to realize change successfully. In a marvelously comprehensible way, John Hayes offers a clear balance between both worlds and by doing so demystifies the world of change management. I strongly recommend this book to practitioners and scholars alike. – Antonie van Nistelrooij, Vrije Universitet Amsterdam, Netherlands

There is a lot to like about this textbook! John Hayes guides us through the challenges of managing organisational change and combines important theoretical concepts with practical exercises on how to facilitate change more effectively. All students and industry practitioners would benefit from the ideas and concepts in this text—a must read for all who want to make a difference and manage change successfully. – Jane Boeske, University of Southern Queensland, Australia

This updated edition of John Hayes’s text offers a useful structure for students and instructors to understand managing change in an organizational context. Interesting case studies and examples, from both a regional and global vantage, help those with an interest in, or already working for, national and multi-national organizations. Valuable reading, and an excellent study tool! – Alastair Watson, University of Wollongong in Dubai

The text does a fine job detailing change management processes, balancing theory, and covering the tools necessary for practitioners. It has rapidly become a staple in my organization change graduate course. – Dr. Arthur Sementelli, Florida Atlantic University, USA

Editorial Reviews

It would be hard to improve on the last edition of Hayes' book, but this version does. Wonderfully clear, it is a useful book for course leaders in the human side of strategy, and a great lifelong learning companion for anyone moving into a change agent's role or looking to change their organisation. The new, reframed chapters on making change stick are a great addition.” —Peter Antonioni, Lecturer, University College London, UK.

“Getting people to change, even when it is in their best interest to do so, is the most difficult task faced by any leader. Hayes makes this content readily accessible, in one of the best management texts I have ever read.” —Nicholas S. Miceli, Associate Professor of Management/Accounting, Park University, USA.

“This text has three great strengths as an effective learning resource: it is one of the few texts where chapters clearly align with managing the change process; it emphasises the people management issues associated with implementing change; and each chapter provides at least one brief practical case study, drawing from a range of industries and organisations located around the globe.” —Jan Fermelis, Senior Lecturer, Deakin University, Australia.

From the Publisher