Mark Crabtree – författare

It was the boxer, Mike Tyson who coined the phrase: "Everyone has a plan until they get punched in the mouth." Whilst that may be true of the pugilists amongst us, what about the average bloke on the street? What's his game-plan?

Football's a funny old sport, isn't it? The game may still be described as a thing of beauty but sometimes shouldn't some of that beauty shine from within?

"Shine Through The Gloom" offers an indelible strength proving what can be achieved when men are challenged to think and believe way beyond their remit of ability.

This novel introduces you to everyday characters who jump off the page and challenge you to aspire to the greatness within your own life.

Characters like Mark Dellany Smith - otherwise known as "the running man;" an ex-prison chaplain that's been around the block more times than he cares to remember. Or the man mountain that is - Clay Jackson, who's so big he doesn't keep goal for Handley Park Rangers - he fills it!

So why not take the time and allow the story to unfold about a group of men that chose to not go fast by going alone but instead chose to go far by going together.

You can visit the author's website here: www.shinethroughthegloom.co.uk

The aim of this book is to explore the contribution HR can make to how organizations enact change within the context of an environment of increasing complexity driven by global forces for change. In particular the book focuses on the role of HR in creating value for organizations and engaging stakeholders during transformations.

This aim is achieved in several distinct ways. First, a critical perspective is provided of the role of HR in organizational change by examining evidence-based theories, models and frameworks. Second, the book is grounded in empirical evidence from a study conducted by the authors amongst managers and HR professionals across the globe. This provides unique data on the challenges and opportunities which the practice of HR faces within the context of organizational change. Third, consideration is given as to how HR can play an active and constructive role in co-creating sustainable change with managers, employees and other stakeholders. Fourth, the book identifies the capabilities required by HR professionals in order to engage effectively with organizational change. Finally, aware of the dangers of prescriptive lists, the HR practices offered in this book are provided as a basis for amendment, as necessary, by readers depending upon the context of individual organizations.

The book will be of value to practising HR professionals as well as students studying HRM and change and development in organizations. Our proposal in this book is that since people are of significant importance to the success of change, and HR knowledge and expertise is vital to the experience and engagement of individuals and teams, internal and external to the organization, there needs to be clarity about the role of HR in transformations. We suggest that HR’s raison d’être is to focus on the people aspect of organizational change and that this needs to be done within the context of improving organizational effectiveness and wellbeing.

The aim of this book is to explore the contribution HR can make to how organizations enact change within the context of an environment of increasing complexity driven by global forces for change. In particular the book focuses on the role of HR in creating value for organizations and engaging stakeholders during transformations.

This aim is achieved in several distinct ways. First, a critical perspective is provided of the role of HR in organizational change by examining evidence-based theories, models and frameworks. Second, the book is grounded in empirical evidence from a study conducted by the authors amongst managers and HR professionals across the globe. This provides unique data on the challenges and opportunities which the practice of HR faces within the context of organizational change. Third, consideration is given as to how HR can play an active and constructive role in co-creating sustainable change with managers, employees and other stakeholders. Fourth, the book identifies the capabilities required by HR professionals in order to engage effectively with organizational change. Finally, aware of the dangers of prescriptive lists, the HR practices offered in this book are provided as a basis for amendment, as necessary, by readers depending upon the context of individual organizations.

The book will be of value to practising HR professionals as well as students studying HRM and change and development in organizations. Our proposal in this book is that since people are of significant importance to the success of change, and HR knowledge and expertise is vital to the experience and engagement of individuals and teams, internal and external to the organization, there needs to be clarity about the role of HR in transformations. We suggest that HR’s raison d’être is to focus on the people aspect of organizational change and that this needs to be done within the context of improving organizational effectiveness and wellbeing.