Managing change : A critical perspective / by Mark Hughes

_contents-
PART 1:INT4RODUCTION;
chapter 1: the managing change conundrums;
introduction:
the managing change conundrums;
summary;
key readings;
chapter 2: organizational change classification;
-learning outcomes;
-introduction;
-managerial approaches;
_classifying organizational changes;
_the change classification framework;
-critical thinking;
_the change classification frameworks as a point of view;
_complexity theories and organizational change;
_postmodernism and organizational changes;
-concluding commentary;
-case study;
chapter 3: history and organizational change;
-learning outcomes;
introduction;
-managerial approaches;
-popular management writing;
-critical perspective;
_historiography and organizational change;
-concluding commentary;
-case study;
chapter 4:the role of paradigms and perspective;
-learning outcomes;
-introduction;
-managerial approaches;
-paradigms of\for change;
-perspective on organizational change;
-critical perspective;
-concluding commentary;
case study;
PART 2: EXTERNAL AND INTERNAL CHANGES;
chapter 5: why organizations change:
-learning outcome;
-introduction ;
-managerial approaches;
-triggers and drivers of organizational changes;
-contextualism approaches to organizational changes;
concluding commentary ;
case study;
chapter 6: organizational design and changes;
-learning outcomes;
introduction;
-managerial approaches;
_the challenges of organizational design;
_theories organizational design;
_changes forms, processes and boundaries;
critical perspective;
_dualities in forms of organizing;
-concluding commentary;
case study;
chapter 7: strategic-level change;
learning objectives;
-managerial approaches;
_strategy and strategic change;
_planned approaches to change;
_managing mergers and changes;
-critical perspective;
_emergent approaches to change;
_questioning strategic change;
-concluding commentary ;
case study;
chapter 8: group-and team-level change;
-learning outcomes;
-introduction;
-managerial approaches;
_groups and teams in organization;
_groups and teams involvement in organizational change;
_socio-technical systems approaches;
-critical perspective;
_critique of groups and teams research;
_the tyranny of teamworking ideology;
-concluding commentary;
-case study;
chapter 9: individual-level changes;
learning outcomes;
-introduction;
-managerial perspective;
_understanding individuals;
_explaining process of individual through change;
_managing individuals through organizational change;
critical perspective;
_covert dimensions of organizational change;
_questioning the role of pain in organizational change;
-concluding commentary;
-case study;
PART 3: MANAGEING CHANGE:
chapter 10: the leadership of change:
chapter 11: change communication;
chapter 12; resistance to change;
chapter 13: cultural change;
chapter 14: organizational learning;
PART 4: DEVELOPMENTS IN MANAGING CHANGE;
chapter 15: power, politics and organizational change;
chapter 16: ethics and managing change;
chapter 17: change agents and agency;
chapter 18: HR and managing change;
chapter 19: technological change;
PART 5: CONCLUSION;
chapter 20: evaluating managing change;
appendix _ the organizational change field guide;