Managing Change

Part I. Foundations: 1. Approaches to practising change management; 2. Current perspectives and classic ideas; Part II. Diagnosing: 3. Clarity and ambiguity; 4. Engagement and vitality; 5. Stakeholder positioning and dynamics; 6. Culture, habits and unlearning; Part III. Enacting Change: 7. Changing structure; 8. Identity and change; 9. Choosing customers and competitors; 10. Changing processes; 11. Aligning people and activities; 12. Learning and developing; 13. Change through dialogue; Part IV. Explaining: 14. Developing and interpreting evidence and reflexive learning; 15. Accounting for change; 16. Conclusions; Part V. Extended Cases: Case 1. ABB; Case 2. ITS Canada; Case 3. Island Opera; Case 4. Oticon; Case 5. Admiral Insurance; Case 6. Power Provision; Case 7. Nokia; Case 8. Her Majesty's Revenue and Customs; Case 9. Apple; Index.

Beech, Nic
Nic Beech is Dean of the Faculty of Arts and Professor of Management at the University of St Andrews, Vice Chair of the British Academy of Management and Lead Fellow of the UK Advanced Institute of Management. He has undertaken significant projects funded by the ESRC, EU and industry partners and his five previous books include Human Resource Management: A Concise Analysis (with E. McKenna, 2008) and Managing Creativity (with B. Townley, Cambridge, 2010). He presents regularly to professional and business executives and teaches at undergraduate and graduate levels.

MacIntosh, Robert
Robert MacIntosh is Chair in Strategic Management at the University of Glasgow Business School. He has worked with a range of FTSE-listed businesses, large public organizations and many small to medium sized firms. In recent years, he has co-chaired the Action Research SWG of the European Group for Organization Studies, been a member of Council for the British Academy of Management and hasbeen appointed as a visiting professor at Edinburgh Business School. Originally trained as an engineer, he has over twenty years experience of teaching and researching change management.

'This is a fresh and exciting look at the theory and practice of managing organizational change. Beech and MacIntosh's enquiry and action approach provides a framework that incorporates both well established and newer thinking and practices used in change management and organization development. The well written mix of theory, practical application, and cases makes the book an excellent choice for practising managers, consultants, and students. An outstanding contribution that could change how you think about and approach organizational change.' Robert J. Marshak, American University 'In these turbulent and uncertain times everyone and every organisation has to manage change. In this wide ranging and thought provoking book Nic Beech and Robert MacIntosh provide valuable insight and guidance into the practice of change. A great read, which I wholeheartedly recommend.' Andy Neely, University of Cambridge 'This book combines conceptual sophistication with a strong concern for practice - an unusual achievement, in my view. Noting that organizing is always unfinished, that organizations are always in process, and that change is ever present and ambiguous, Beech and MacIntosh make a persuasive case for complex ways of managing complex organizational change. As well as writing about the inescapable politics of change and the difficulties of changing culture and habits, they usefully highlight the importance of language and dialogue for engaging people, handling differences, and enacting change. A sophisticated book illuminating enquiry for effective action.' Haridimos Tsoukas, University of Warwick and Columbia Ship Management Professor of Strategic Management, University of Cyprus