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:	9781352012538
Publisher:	Bloomsbury Academic
Publication date:	04/14/2022
Edition description:	6th ed. 2022
Pages:	488
Sales rank:	599,604
Product dimensions:	7.65(w) x 10.20(h) x 0.90(d)

About the Author

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

Table of Contents

List of figures and tables vii

List of research reports and change tools ix

About the author x

Preface xi

Tour of the book xvi

Online teaching and learning resources xviii

Managing change in practice: video and text feature xix

Employability skills xxi

Case studies and examples grid xxvi

Publisher's acknowledgements xxx

I Managing Change: A Process Perspective 1

1 Process models of change 4

2 Leading change: a process perspective 17

II Recognizing the Need for Change and Starting the Change Process 31

3 Patterns of change 33

4 Sources of change 52

5 Recognizing a need or opportunity for change 62

6 Using value innovation to proactively identify new opportunities 74

7 Starting the change 84

III Diagnosing What Needs to be Changed 95

8 Diagnosis 97

9 Gathering and interpreting information 117

IV Planning and Preparing for Change 131

10 Shaping implementation strategies 134

11 Developing a change plan 151

12 Types of intervention based on who does what 167

13 Types of intervention classified according to focal issues 184

14 Selecting interventions 211

V Leading and Managing the People Issues 221

15 Building change relationships 226

16 The role of leadership 241

17 Power, politics and stakeholder management 261

18 Responsible change management: an ethical approach 278

19 Managing context to promote ethical practice 291

20 Communicating change 303

21 Motivating others to change 322

22 Supporting others through change 342

VI Implementing Change and Reviewing Progress 355

23 Implementing change 357

24 Reviewing and keeping the change on track 368

VII Sustainable Change 379

25 Making change stick 381

26 Spreading change 389

VIII Learning 399

27 Change managers learning from their own experience 401

28 Facilitating collective learning 408

29 Pulling it all together: a concluding case study 420

References 423

Author index 441

Subject index 446

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