Managing change : (Record no. 8455)
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000 -LEADER | |
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fixed length control field | 03853nam a22002057a 4500 |
003 - CONTROL NUMBER IDENTIFIER | |
control field | OSt |
005 - DATE AND TIME OF LATEST TRANSACTION | |
control field | 20220207124107.0 |
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
fixed length control field | 210125b2011 ii a|||| |||| 001 0 eng d |
020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
International Standard Book Number | 9788173717451 (pbk) |
040 ## - CATALOGING SOURCE | |
Transcribing agency | NIL |
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER | |
Classification number | 658.406 |
Item number | HUG-M 2011 11856 |
100 1# - MAIN ENTRY--PERSONAL NAME | |
Personal name | Hughes, Mark |
245 1# - TITLE STATEMENT | |
Title | Managing change : |
Remainder of title | A critical perspective / |
Statement of responsibility, etc. | by Mark Hughes |
Linkage | 880 |
250 ## - EDITION STATEMENT | |
Edition statement | 2nd. |
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) | |
Place of publication, distribution, etc. | New Delhi: |
Name of publisher, distributor, etc. | Universities Press, |
Date of publication, distribution, etc. | 2011. |
300 ## - PHYSICAL DESCRIPTION | |
Extent | xix, 366 p: |
Other physical details | ill; |
Dimensions | 24 cm. |
505 ## - FORMATTED CONTENTS NOTE | |
Formatted contents note | _contents-<br/>PART 1:INT4RODUCTION;<br/>chapter 1: the managing change conundrums;<br/>introduction:<br/>the managing change conundrums;<br/>summary;<br/>key readings;<br/>chapter 2: organizational change classification;<br/>-learning outcomes;<br/>-introduction;<br/>-managerial approaches;<br/>_classifying organizational changes;<br/>_the change classification framework;<br/>-critical thinking;<br/>_the change classification frameworks as a point of view;<br/>_complexity theories and organizational change;<br/>_postmodernism and organizational changes;<br/>-concluding commentary;<br/>-case study;<br/>chapter 3: history and organizational change;<br/>-learning outcomes;<br/>introduction;<br/>-managerial approaches;<br/>-popular management writing;<br/>-critical perspective;<br/>_historiography and organizational change;<br/>-concluding commentary;<br/>-case study;<br/>chapter 4:the role of paradigms and perspective;<br/>-learning outcomes;<br/>-introduction;<br/>-managerial approaches;<br/>-paradigms of\for change;<br/>-perspective on organizational change;<br/>-critical perspective;<br/>-concluding commentary;<br/>case study;<br/>PART 2: EXTERNAL AND INTERNAL CHANGES;<br/>chapter 5: why organizations change:<br/>-learning outcome;<br/>-introduction ;<br/>-managerial approaches;<br/>-triggers and drivers of organizational changes;<br/>-contextualism approaches to organizational changes;<br/> concluding commentary ;<br/>case study;<br/>chapter 6: organizational design and changes;<br/>-learning outcomes;<br/>introduction;<br/>-managerial approaches;<br/>_the challenges of organizational design;<br/>_theories organizational design;<br/>_changes forms, processes and boundaries;<br/>critical perspective;<br/>_dualities in forms of organizing;<br/>-concluding commentary;<br/>case study;<br/>chapter 7: strategic-level change;<br/>learning objectives;<br/>-managerial approaches;<br/>_strategy and strategic change;<br/>_planned approaches to change;<br/>_managing mergers and changes;<br/>-critical perspective;<br/>_emergent approaches to change;<br/>_questioning strategic change;<br/>-concluding commentary ;<br/>case study;<br/>chapter 8: group-and team-level change;<br/>-learning outcomes;<br/>-introduction;<br/>-managerial approaches;<br/>_groups and teams in organization;<br/>_groups and teams involvement in organizational change;<br/>_socio-technical systems approaches;<br/>-critical perspective;<br/>_critique of groups and teams research;<br/>_the tyranny of teamworking ideology;<br/>-concluding commentary;<br/>-case study;<br/>chapter 9: individual-level changes;<br/>learning outcomes;<br/>-introduction;<br/>-managerial perspective;<br/>_understanding individuals;<br/>_explaining process of individual through change;<br/>_managing individuals through organizational change;<br/>critical perspective;<br/>_covert dimensions of organizational change;<br/>_questioning the role of pain in organizational change;<br/>-concluding commentary;<br/>-case study;<br/>PART 3: MANAGEING CHANGE:<br/>chapter 10: the leadership of change:<br/>chapter 11: change communication;<br/>chapter 12; resistance to change;<br/>chapter 13: cultural change;<br/>chapter 14: organizational learning;<br/>PART 4: DEVELOPMENTS IN MANAGING CHANGE;<br/>chapter 15: power, politics and organizational change;<br/>chapter 16: ethics and managing change;<br/>chapter 17: change agents and agency;<br/>chapter 18: HR and managing change;<br/>chapter 19: technological change;<br/>PART 5: CONCLUSION;<br/>chapter 20: evaluating managing change;<br/>appendix _ the organizational change field guide;<br/><br/> <br/> |
650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM | |
Topical term or geographic name as entry element | Management |
942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
Source of classification or shelving scheme | |
Koha item type | Book Bank |
Withdrawn status | Lost status | Source of classification or shelving scheme | Damaged status | Not for loan | Home library | Current library | Shelving location | Date acquired | Source of acquisition | Cost, normal purchase price | Inventory number | Total Checkouts | Full call number | Barcode | Date last seen | Price effective from | Koha item type |
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Namal Library | Namal Library | Management | 01/25/2021 | Saeed Book Bank | 921.00 | Bill No. SJ002 | 658.406 HUG-M 2011 11856 | 0011856 | 01/25/2021 | 01/25/2021 | Book Bank |