Audley Genus, Brunel University.

Preface. PART 1: MANAGING CHANGE: THE STATE OF THE ART 1. Introduction: Contemporary Developments and 'Ways of Seeing' PART 2: FUNDAMENTAL PERSPECTIVES AND CONCEPTS 2. Fit, Excellence and Competitiveness 3. Commitment, Resistance and Legitimacy 4. Knowledge, Learning and Flexibility PART 3: ACTIVITIES AND PROCESSES OF CHANGE MANAGEMENT: RELATING PRACTICE TO THEORY 5. Environmental Assessment and Awareness of the Need for Change 6. Re-engineering Business Processes in Practice. 7. Managing Human Resources

• Preface. Part One - Managing change: the state of the art. Chapter 1. Introduction: contemporary developments and ''ways of seeing'' 1.1 Introduction 1.2 Managing what changes 1.3 Drivers of change 1.4 ''Ways of seeing'' organizational change 1.5 Conclusion. Discussion questions. Directed further reading. Part Two - Fundamental perspectives and concepts Chapter 2. Fit, excellence and competitiveness. 2.1 Introduction 2.2 Notions of competition and competitiveness 2.3 The problem of ''fit'' 2.4 ''Best practice'', benchmarking and business process re-engineering 2.5 Conclusion. Discussion questions. Directed further reading Chapter 3. Commitment, resistance and legitimacy 3.1 Introduction 3.2 Organizational cultures and politics 3.3 Restructuring and devolution 3.4 Empowerment and control of human resources 3.5 Conclusion. Discussion questions. Directed further reading. Chapter 4. Knowledge, learning and flexibility 4.1 Introduction 4.2 The management of flexibility 4.3 Knowledge and the learning organization 4.4 Institutional aspects of knowledge creation and diffusion 4.5 Conclusion. Discussion questions. Directed further reading. Part Three - Activities and processes of change management: relating practice to theory. Chapter 5: Environmental assessment and awareness of the need for change. 5.1 Introduction 5.2 The role of formal techniques 5.3 The significance of managerial judgement 5.4 Organization-wide environmental assessment 5.5 Conclusion. Discussion questions. Directed further reading. Chapter 6. Re-engineering business processes in practice. 6.1 Introduction 6.2 Total quality management 6.3 Just-in-time and quicker response 6.4 The role of IT 6.5 Developing strategic partnerships and supply chains 6.6 Conclusion . Discussion questions. Directed reading Chapter 7. Managing human resources. 7.1 Organizational re-design 7.2 Building effective teams 7.3 Changing human resource policies and strategy: recruitment, deployment, rewards and training 7.4 Change, culture and the management of symbols 7.5 Conclusion. Discussion questions. Directed reading. Chapter 8. Leadership and styles of change management 8.1 Introduction 8.2 Debunkingg leadership myths 8.3 Styles of change management 8.4 Strategic leadership and juggling coherence, momentum, control and inertia 8.5 Conclusion. Discussion questions. Directed reading.

Audley Genus, Brunel University.

Preface. PART 1: MANAGING CHANGE: THE STATE OF THE ART 1. Introduction: Contemporary Developments and 'Ways of Seeing' PART 2: FUNDAMENTAL PERSPECTIVES AND CONCEPTS 2. Fit, Excellence and Competitiveness 3. Commitment, Resistance and Legitimacy 4. Knowledge, Learning and Flexibility PART 3: ACTIVITIES AND PROCESSES OF CHANGE MANAGEMENT: RELATING PRACTICE TO THEORY 5. Environmental Assessment and Awareness of the Need for Change 6. Re-engineering Business Processes in Practice. 7. Managing Human Resources

• Preface. Part One - Managing change: the state of the art. Chapter 1. Introduction: contemporary developments and ''ways of seeing'' 1.1 Introduction 1.2 Managing what changes 1.3 Drivers of change 1.4 ''Ways of seeing'' organizational change 1.5 Conclusion. Discussion questions. Directed further reading. Part Two - Fundamental perspectives and concepts Chapter 2. Fit, excellence and competitiveness. 2.1 Introduction 2.2 Notions of competition and competitiveness 2.3 The problem of ''fit'' 2.4 ''Best practice'', benchmarking and business process re-engineering 2.5 Conclusion. Discussion questions. Directed further reading Chapter 3. Commitment, resistance and legitimacy 3.1 Introduction 3.2 Organizational cultures and politics 3.3 Restructuring and devolution 3.4 Empowerment and control of human resources 3.5 Conclusion. Discussion questions. Directed further reading. Chapter 4. Knowledge, learning and flexibility 4.1 Introduction 4.2 The management of flexibility 4.3 Knowledge and the learning organization 4.4 Institutional aspects of knowledge creation and diffusion 4.5 Conclusion. Discussion questions. Directed further reading. Part Three - Activities and processes of change management: relating practice to theory. Chapter 5: Environmental assessment and awareness of the need for change. 5.1 Introduction 5.2 The role of formal techniques 5.3 The significance of managerial judgement 5.4 Organization-wide environmental assessment 5.5 Conclusion. Discussion questions. Directed further reading. Chapter 6. Re-engineering business processes in practice. 6.1 Introduction 6.2 Total quality management 6.3 Just-in-time and quicker response 6.4 The role of IT 6.5 Developing strategic partnerships and supply chains 6.6 Conclusion . Discussion questions. Directed reading Chapter 7. Managing human resources. 7.1 Organizational re-design 7.2 Building effective teams 7.3 Changing human resource policies and strategy: recruitment, deployment, rewards and training 7.4 Change, culture and the management of symbols 7.5 Conclusion. Discussion questions. Directed reading. Chapter 8. Leadership and styles of change management 8.1 Introduction 8.2 Debunkingg leadership myths 8.3 Styles of change management 8.4 Strategic leadership and juggling coherence, momentum, control and inertia 8.5 Conclusion. Discussion questions. Directed reading.

Audley Genus, Brunel University.

Preface. PART 1: MANAGING CHANGE: THE STATE OF THE ART 1. Introduction: Contemporary Developments and 'Ways of Seeing' PART 2: FUNDAMENTAL PERSPECTIVES AND CONCEPTS 2. Fit, Excellence and Competitiveness 3. Commitment, Resistance and Legitimacy 4. Knowledge, Learning and Flexibility PART 3: ACTIVITIES AND PROCESSES OF CHANGE MANAGEMENT: RELATING PRACTICE TO THEORY 5. Environmental Assessment and Awareness of the Need for Change 6. Re-engineering Business Processes in Practice. 7. Managing Human Resources

• Preface. Part One - Managing change: the state of the art. Chapter 1. Introduction: contemporary developments and ''ways of seeing'' 1.1 Introduction 1.2 Managing what changes 1.3 Drivers of change 1.4 ''Ways of seeing'' organizational change 1.5 Conclusion. Discussion questions. Directed further reading. Part Two - Fundamental perspectives and concepts Chapter 2. Fit, excellence and competitiveness. 2.1 Introduction 2.2 Notions of competition and competitiveness 2.3 The problem of ''fit'' 2.4 ''Best practice'', benchmarking and business process re-engineering 2.5 Conclusion. Discussion questions. Directed further reading Chapter 3. Commitment, resistance and legitimacy 3.1 Introduction 3.2 Organizational cultures and politics 3.3 Restructuring and devolution 3.4 Empowerment and control of human resources 3.5 Conclusion. Discussion questions. Directed further reading. Chapter 4. Knowledge, learning and flexibility 4.1 Introduction 4.2 The management of flexibility 4.3 Knowledge and the learning organization 4.4 Institutional aspects of knowledge creation and diffusion 4.5 Conclusion. Discussion questions. Directed further reading. Part Three - Activities and processes of change management: relating practice to theory. Chapter 5: Environmental assessment and awareness of the need for change. 5.1 Introduction 5.2 The role of formal techniques 5.3 The significance of managerial judgement 5.4 Organization-wide environmental assessment 5.5 Conclusion. Discussion questions. Directed further reading. Chapter 6. Re-engineering business processes in practice. 6.1 Introduction 6.2 Total quality management 6.3 Just-in-time and quicker response 6.4 The role of IT 6.5 Developing strategic partnerships and supply chains 6.6 Conclusion . Discussion questions. Directed reading Chapter 7. Managing human resources. 7.1 Organizational re-design 7.2 Building effective teams 7.3 Changing human resource policies and strategy: recruitment, deployment, rewards and training 7.4 Change, culture and the management of symbols 7.5 Conclusion. Discussion questions. Directed reading. Chapter 8. Leadership and styles of change management 8.1 Introduction 8.2 Debunkingg leadership myths 8.3 Styles of change management 8.4 Strategic leadership and juggling coherence, momentum, control and inertia 8.5 Conclusion. Discussion questions. Directed reading.