Managing change : (Record no. 8455)

MARC details
000 -LEADER
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
Holdings
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
          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