The Theory and Practice of Change Management by John Hayes

By John Hayes

Why are a few corporations, similar to Google, Toyota and Xerox, such a success, whereas others look destined to fail? the reply lies in how they deal with switch. New know-how and laws, blurred organizational barriers, and an more and more globalized group current possibilities and threats that managers needs to tackle if enterprises are to outlive and prosper.

John Hayes' best-selling textbook provide you with the abilities you will want as a destiny supervisor or chief to spot the need for swap and confirm its winning implementation. Its hands-on procedure features a variety of 'change instruments' so you might follow to numerous switch situations, routines which invite you to mirror in your adventure of switch in way of life, and a bunch of case reports and examples in response to real-life agencies around the globe. those useful gains are underpinned by means of a theoretical framework offering swap as a versatile but managed series of actions.

The fourth version bargains:

- new chapters on strategy types of swap and enforcing change
- A revised constitution in response to an up to date theoretical framework focusing extra on making plans for switch, person and collective studying, best and handling humans issues
- fresh coping with swap in perform positive aspects which hyperlink video clips of skilled swap practitioners discussing key issues to questions and workouts within the book
- extra foreign case reports and examples than ever.

Visit www.palgrave.com/companion/hayes-change-management4 for entry to voiced-over displays on key issues, video interviews with swap practitioners, extra case experiences and masses more.

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Extra info for The Theory and Practice of Change Management

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This self-reinforcing mechanism often makes it difficult to change course, even when those leading the change are aware that a series of past decisions have been suboptimal. 4 illustrates how the escalation of commitment contributed to the loss of £469 million when the FiReControl project failed. 4 Failure of the FiReControl project The FiReControl project involved replacing the control rooms in 46 local Fire and Rescue Services across England with a network of nine purpose-built regional control centres that were to be linked by a new national computer system.

Identify the sequence of actions from start to finish, recognizing that some actions may occur in parallel or be repeated. ## Identify relationships between actions in your plan and consider how different actions might be grouped together to form separate steps or distinctive parts of your plan. ## Summarize your plan as a flow diagram. com/companion/hayes-change-management4 for a list of the action statements you can drag and drop into a flow diagram. This will enable you to experiment with different ways of sequencing actions, and grouping them into categories that reflect the main steps in your approach to managing the change process.

Owen, L. and Neus, A. pdf. Mahoney, J. (2000) Path dependence in historical sociology, Theory and Society, 29(4): 507–48. L. (1978) Interactions and Interventions in Organizations. Chichester: Wiley. E. C. (1984) Designing strategic human resource systems, Organizational Dynamics, 13(11): 36–52. Pierson, P. (1998) Not just what, but when: Issues of timing and sequence in comparative politics. American Political Science Association meeting, Boston, September. Pierson, P. (2000) Increasing returns, path dependence, and the study of politics, American Political Science Review, 94(2): 51­­–267.

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