Bernard Burnes – författare

Organizations and societies are facing extreme challenges that require action (IPCC, 2021). The UN's sustainability goals, demographic change, and the green shift are knocking on the door, while traditional education, and ways of leading and managing this development, often fail to keep up. Organizational Change, Leadership and Ethics challenges leadership orthodoxy, assumptions, and myths currently preventing the further development of theory and practice. It encourages intelligent disobedience in support of greater leadership capabilities and capacity in organisations and societies.As such, the book is written for everyone who wants to be MAD – to Make A Difference - students, scholars, and practitioners alike.Chapter 5 of this book is available for free in PDF format as Open Access from the individual product page at www.routledge.com. It has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license

Organizations and societies are facing extreme challenges that require action (IPCC, 2021). The UN's sustainability goals, demographic change, and the green shift are knocking on the door, while traditional education, and ways of leading and managing this development, often fail to keep up. Organizational Change, Leadership and Ethics challenges leadership orthodoxy, assumptions, and myths currently preventing the further development of theory and practice. It encourages intelligent disobedience in support of greater leadership capabilities and capacity in organisations and societies.As such, the book is written for everyone who wants to be MAD – to Make A Difference - students, scholars, and practitioners alike.Chapter 5 of this book is available for free in PDF format as Open Access from the individual product page at www.routledge.com. It has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license

Organizations change. They grow, they adapt, they evolve. The effects of organizational change are important, varied and complex and analyzing and understanding them is vital for students, academics and researchers in all business schools. The Routledge Companion to Organizational Change offers a comprehensive and authoritative overview of the field. The volume brings together the very best contributors not only from the field of organizational change, but also from adjacent fields, such as strategy and leadership. These contributors offer fresh and challenging insights to the mainstream themes of this discipline.Surveying the state of the discipline and introducing new, cutting-edge themes, this book is a valuable reference source for students and academics in this area.

Despite the plethora of books on change, there appears a notable gap in the field; rarely is the authentic and candid voice of change agents heard. How often do academics or practitioners candidly state what they actually do when they are faced with managing change in their own organisations or when they are called on in a consultancy capacity? In this new book, the editors bring together a diverse group of contributors who have worked as Internal Change Agents in organizations to divulge what they really do and think about change.The authors draw on their own research work involving change agents and their change interventions and include current reflections on the post-Covid world of work, and the change required for achieving change interventions successfully. Each contribution offers perspectives from real change programmes, in both the public and private sector, offering a unique opportunity to move beyond theory and understand change in practice.The book offers valuable insights for academics and students of organisational change and behaviour, leadership and organisational development.

Despite the plethora of books on change, there appears a notable gap in the field; rarely is the authentic and candid voice of change agents heard. How often do academics or practitioners candidly state what they actually do when they are faced with managing change in their own organisations or when they are called on in a consultancy capacity? In this new book, the editors bring together a diverse group of contributors who have worked as Internal Change Agents in organizations to divulge what they really do and think about change.The authors draw on their own research work involving change agents and their change interventions and include current reflections on the post-Covid world of work, and the change required for achieving change interventions successfully. Each contribution offers perspectives from real change programmes, in both the public and private sector, offering a unique opportunity to move beyond theory and understand change in practice.The book offers valuable insights for academics and students of organisational change and behaviour, leadership and organisational development.

The Covid-19 pandemic revolutionized the workplace, pushing organizations to rapidly adopt remote and hybrid working models. As we emerge from the lockdown, hybrid working has become a permanent fixture in many industries. However, the shift has created uncertainty for both employees and employers. While many workers demand flexible working conditions, organizations are grappling with how to maintain collaboration, innovation, and organizational cohesion in a more fragmented environment. This book explores these dynamics, focusing on the ongoing challenges and opportunities brought about by hybrid work arrangements. The rise of artificial intelligence (AI) introduces a second layer of complexity to the workplace. With the potential to transform job roles, workflows, and even decision-making processes, AI presents both opportunities and risks. This volume brings together experts in organizational development to examine how AI is reshaping the future of work. Contributors will discuss how these changes are impacting career trajectories, employee engagement, and the traditional structures of organizational development. Through a mix of theoretical insights and practical case studies, this book offers a comprehensive exploration of how hybrid working and AI are shaping the future of organizations. Providing valuable insights into navigating these transformative shifts, this volume will be of great interest to researchers, academics, practitioners, and those interested in the evolving world of work.

This dynamic and innovative new core textbook examines and explores the theoretical underpinnings of this complex and fascinating subject and provides students with the practical skills required to become a successful management consultant. Rooted in change management theory, it explores the role of the internal and external change agents and their impact on organizational development and transformation. The experience and highly-regarded expertise of the author team ensures that the text is built on solid academic foundations, while six of the chapters feature extended ‘Consultancy in Action’ sections penned by practitioners who provide invaluable insights into the reality of working as a management consultant in a wide range of contexts. Written in a lively and accessible style, the authors carefully guide the student through each stage of consulting, presenting a wealth of experiential learning exercises and activities to help hone skills and develop a consultant’s mindset. This is an essential textbook for MBA, postgraduate and undergraduate students studying modules on Management Consulting. It is also a useful supplementary text for modules on change management.Accompanying online resources for this title can be found at bloomsburyonlineresources.com/management-consultancy. These resources are designed to support teaching and learning when using this textbook and are available at no extra cost.

Despite the plethora of books on change, there appears is a notable gap in the field; rarely is the authentic and candid voice of change practitioners heard. Seldom are those most closely involved in the management of change given (or seek) the opportunity to write about their personal experiences and reflexiveness. Nor is this just a case of practicing managers not being given a voice, or feeling that they cannot be frank and open about what they do. How often do academics candidly state what they actually do when they are faced with managing change in their own institutions or when they are called on in a consultancy capacity? Similarly, it is rare for full-time consultants to be candid about what it is they actually do: instead they tend to have a well-honed sales pitch which lays out a logical change process directed at helping the client to achieve success. Yet, when academics, consultants and practicing managers are prepared to speak candidly about what they really do, a richer, messier but more illuminating picture of change emerges. The aim of Perspectives on Change is to move beyond the ‘do as I say’ approach of most change books and to encourage academics, consultants and managers to say candidly what it is they really do and what they really think about change and how it should be managed. The Editors of this book, Burnes and Randall, have over 60 years of experience between them of studying and teaching change management, acting as consultants and actually managing change projects. They are, therefore, well aware of the differences and contradictions between what academics, consultants and managers say about change in public and what they say in private and do in practice. Perspectives on Change will offer students and practitioners of change a unique opportunity to understand change in practice. In addition, it will also contribute to the Rigour-Relevance debate by giving a different and perhaps more realistic perspective on the nature of the gap between theory and practice.

Organizations change. They grow, they adapt, they evolve. The effects of organizational change are important, varied and complex and analyzing and understanding them is vital for students, academics and researchers in all business schools. The Routledge Companion to Organizational Change offers a comprehensive and authoritative overview of the field. The volume brings together the very best contributors not only from the field of organizational change, but also from adjacent fields, such as strategy and leadership. These contributors offer fresh and challenging insights to the mainstream themes of this discipline.Surveying the state of the discipline and introducing new, cutting-edge themes, this book is a valuable reference source for students and academics in this area.

Despite the plethora of books on change, there appears is a notable gap in the field; rarely is the authentic and candid voice of change practitioners heard. Seldom are those most closely involved in the management of change given (or seek) the opportunity to write about their personal experiences and reflexiveness. Nor is this just a case of practicing managers not being given a voice, or feeling that they cannot be frank and open about what they do. How often do academics candidly state what they actually do when they are faced with managing change in their own institutions or when they are called on in a consultancy capacity? Similarly, it is rare for full-time consultants to be candid about what it is they actually do: instead they tend to have a well-honed sales pitch which lays out a logical change process directed at helping the client to achieve success. Yet, when academics, consultants and practicing managers are prepared to speak candidly about what they really do, a richer, messier but more illuminating picture of change emerges. The aim of Perspectives on Change is to move beyond the ‘do as I say’ approach of most change books and to encourage academics, consultants and managers to say candidly what it is they really do and what they really think about change and how it should be managed. The Editors of this book, Burnes and Randall, have over 60 years of experience between them of studying and teaching change management, acting as consultants and actually managing change projects. They are, therefore, well aware of the differences and contradictions between what academics, consultants and managers say about change in public and what they say in private and do in practice. Perspectives on Change will offer students and practitioners of change a unique opportunity to understand change in practice. In addition, it will also contribute to the Rigour-Relevance debate by giving a different and perhaps more realistic perspective on the nature of the gap between theory and practice.