Applying an invaluable sensemaking framework to organizational change and combining the theory and practice of implementing change, this book represents an instructive and informative view on change in business. Its strength lies in two key areas: the discussion and explanation of a strategic sensemaking approach, for helping managers, management educators and students to understand organizational change a longitudinal study of a major company which underwent several organizational changes, revealing some of the key problems and challenges that managers face when introducing, implementing and managing change. Rather than being structured as a ‘how to’ book, this outstanding text provides the reader with practical insights and skills for managing (or resisting) change. Applying Weick's famous sensemaking approach, it offers a unique way to understand the processes involved in organizational change.

This book explores the hospital via organisational ethnography (OE), an approach that involves a mix of fieldwork methods designed to analyse the hospital which also includes participatory observation, qualitative interviews and shadowing. One way to define a hospital is by its high level of formal organisation, resulting in written or digital communication as the main source of communication in patient journals, minutes and medical and quality guidelines. In contrast, in this book, the aspects of the informal organisation will be the focus. In spite of the many formal regulations of healthcare, hospitals are also chaotic organising places where many different groups of people interact in order to negotiate, to practice and to make sense of daily work tasks. The underlying argument is that, in the mundane everyday life of hospitals, frontline workers and their interactions with patients and local managers remain at the core of organising hospitals. The overall purpose of this book is to report stories back from the field of healthcare, demonstrating how people, spaces and work (as examples of events) become important elements of organising hospitals. The book will be of interest to students and scholars in and across healthcare management, organisation studies, ethnography, sociology, qualitative methods, anthropology, service management and cultural studies.

Written for academics and professionals alike, this book is an attempt to make change easier. It is aimed at anyone who wants to understand wy change happens, how it happens and what needs to be done to make change a welcome, rather than a dreaded concept.

The Journal of School Leadership is broadening the conversation about schools and leadership and is currently accepting manuscripts. We welcome manuscripts based on cutting-edge research from a wide variety of theoretical perspectives and methodological orientations. The editorial team is particularly interested in working with international authors, authors from traditionally marginalized populations, and in work that is relevant to practitioners around the world. Growing numbers of educators and professors look to the six bimonthly issues to: deal with problems directly related to contemporary school leadership practice teach courses on school leadership and policy use as a quality reference in writing articles about school leadership and improvement.

These manuscripts provide an intriguing collection that capture and provide value to the real work of creating a sustainable field of study and practice - organization change and development - and sustainable organizations.

In today’s world, organizational resilience, adaptability and agility gain new prominence. Awaken, mobilize, accelerate, and institutionalize change with Organizational Change: An Action-Oriented Toolkit, Fifth Edition. Bridging theory with practice, this new edition uses models, examples, and exercises to help students engage others in the change process. Authors Gene Deszca, Cynthia Ingols, Tupper F. Cawsey, and Evelina Atanassova provide tools for implementing, measuring, and monitoring sustainable change initiatives and helping organizations achieve their objectives.

This exciting new text fills the gap in the management literature on organizational change. It presents a balanced view, which raises questions about the imperative of change, who’s interests are being served, how change programmes impact on employees and why organizations continually engage in such programmes. It gives readers a comprehensive history of: change management literature types of change techniques over time (i.e. TQM, BPR, Balanced Scorecard, Six Sigma, etc.) the role of management gurus in the rise and fall of management fashions the impact of organizational change on organizational members. The authors provide case vignettes of companies from both sides of the Atlantic, which have undergone some of the better-known change techniques, and explore the reasons for their successes and failures. This is an innovative and important new text for students of organizational behaviour, organizational change, strategy and HRM.

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.

Awaken, mobilize, accelerate, and institutionalize change. With a rapidly changing environment, aggressive competition, and ever-increasing customer demands, organizations must understand how to effectively adapt to challenges and find opportunities to successfully implement change. Bridging current theory with practical applications, Organizational Change: An Action-Oriented Toolkit, Third Edition combines conceptual models with concrete examples and useful exercises to dramatically improve the knowledge, skills, and abilities of students in creating effective change. Students will learn to identify needs, communicate a powerful vision, and engage others in the process. This unique toolkit by Tupper Cawsey, Gene Deszca, and Cynthia Ingols will provide readers with practical insights and tools to implement, measure, and monitor sustainable change initiatives to guide organizations to desired outcomes.

The only way to achieve successful business change is by engaging employees and making the transformation people-centric. This book explains how to achieve this. Written by a leading voice in the change management industry who has both academic and practitioner experience, People-Centric Organizational Change is a practical guide for change professionals and postgraduate students. It covers everything from what people-centric change is and why it's essential to engage people with the change through to the importance of the communication of change and how to do this effectively with a distributed workforce in a hybrid working environment. Using evidence-based research, this book fully explores the human dynamic of change, explains how to promote collaboration between colleagues and shows how to involve line managers in the change process. There is also advice on how to encourage staff to see change as an opportunity rather than a threat. People-Centric Organizational Change also includes discussion of the impact of change on employee wellbeing as well as the relationship between Equality, Diversity and Inclusion (EDI) and change. There is also advice on how to build people-centric initiatives into an overall change strategy. It is full of country agnostic tools and tips that can be used across cultures as well as frameworks and skills that can be applied in public, private and third sector settings. Global case studies and examples throughout help to put the content into context and show how a people-first approach to change works in practice. Online resources include PowerPoint slides for each chapter.