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Managing organizational change: a multiple perspectives approach

By: Palmer, Ian.
Material type: materialTypeLabelBookPublisher: Boston McGraw-Hill Education 2009Edition: 2nd ed.Description: xii, 413 p.ISBN: 9780071263733.Subject(s): Organizational change | Organizational change -- ManagementDDC classification: 658.406 Summary: Managing Organizational Change 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. Changing organizations is as messy as it is exhilarating, as frustrating as it is satisfying, as muddling-through and creative a process as it is a rational one. This book recognizes these tensions for those involved in managing organizational change. Rather than pretend that they do not exist it confronts them head on, identifying why they are there, how they can be managed and the limits they create for what the manager of organizational change can achieve. (http://www.mcgraw-hill.co.uk/html/007126373X.html)
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Books Vikram Sarabhai Library
Slot 2068 (2 Floor, East Wing) 658.406 P2M2/2009 (Browse shelf) Available 171671

Managing Organizational Change 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. Changing organizations is as messy as it is exhilarating, as frustrating as it is satisfying, as muddling-through and creative a process as it is a rational one. This book recognizes these tensions for those involved in managing organizational change. Rather than pretend that they do not exist it confronts them head on, identifying why they are there, how they can be managed and the limits they create for what the manager of organizational change can achieve. (http://www.mcgraw-hill.co.uk/html/007126373X.html)

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