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Record Nr. |
UNINA9910861080503321 |
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Autore |
McCabe Darren |
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Titolo |
Changing change management : strategy, power and resistance / / Darren McCabe |
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Pubbl/distr/stampa |
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Milton, : Routledge, 2020 |
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ISBN |
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0-429-64200-8 |
0-429-02998-5 |
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Edizione |
[1st ed.] |
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Descrizione fisica |
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1 online resource (229 pages) |
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Collana |
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Routledge studies in organizational change & development ; ; 22 |
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Disciplina |
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Soggetti |
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Organizational change - Management |
Public administration - Great Britain |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Description based upon print version of record. |
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Nota di bibliografia |
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Includes bibliographical references and index. |
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Nota di contenuto |
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Cover -- Half Title -- Series -- Title -- Copyright -- Dedication -- Contents -- Preface -- 1 Introduction -- 2 The Landscape of Change Management -- 3 Towards a Critical 'Relational' Perspective on Change Management -- 4 The Contextual Landscape -- 5 Metaphors-as-Power -- 6 Management Resistance -- 7 Resistance: From Negative to Positive/Productive? -- 8 Cynicism in Service -- 9 Making Organisational Politics Political -- 10 Conclusion -- References -- Index. |
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Sommario/riassunto |
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The literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical relational' approach towards Change Management. What would a book on Change Management look like that takes resistance seriously? This book attempts precisely this by exploring how resistance is as much a part of change as the strategies of those that seek to enact it. The findings are drawn from a qualitative study of organizational transformation in a Local Government Authority in the UK. Its detailed empirical insights enable readers to explore organizational change from many different perspectives considering |
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issues such as the strategic use of metaphor and counter-metaphors; management and employee resistance; organizational politics and cynicism. It will be of interest to researchers, academics, and students interested in change management, organizational studies, human resource management, and critical management studies. |
"The literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical 'relational' approach towards Change Management. What would a book on Change Management look like that takes resistance seriously? This book attempts precisely this by exploring how resistance is as much a part of change as the strategies of those that seek to enact it. The findings are drawn from a qualitative study of organizational transformation in a Local Government Authority in the UK. Its detailed empirical insights enable readers to explore organizational change from many different perspectives considering issues such as the strategic use of metaphor and counter-metaphors; management and employee resistance; organizational politics and cynicism. It will be of interest to researchers, academics, and students interested in change management, organizational studies, human resource management, and critical management studies"-- |
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