LEADER 04486oam 2200505Mu 450 001 9910861080503321 005 20240513021151.0 010 $a0-429-64200-8 010 $a0-429-02998-5 035 $a(CKB)4100000010040277 035 $a(MiAaPQ)EBC6005051 035 $a(OCoLC)1135667507 035 $a(OCoLC-P)1135667507 035 $a(FlBoTFG)9780429029981 035 $a(EXLCZ)994100000010040277 100 $a20200111d2020 uy 0 101 0 $aeng 135 $aurcnu---unuuu 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aChanging change management $estrategy, power and resistance /$fDarren McCabe 205 $a1st ed. 210 $aMilton $cRoutledge$d2020 215 $a1 online resource (229 pages) 225 1 $aRoutledge studies in organizational change & development ;$v22 300 $aDescription based upon print version of record. 311 $a0-367-14065-9 320 $aIncludes bibliographical references and index. 327 $aCover -- 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. 330 $aThe 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. 330 $a"The literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical 'relational' approach towards Change Management. What would a book on Change Management look like that takes resistance seriously? This book attempts precisely this by exploring how resistance is as much a part of change as the strategies of those that seek to enact it. The findings are drawn from a qualitative study of organizational transformation in a Local Government Authority in the UK. Its detailed empirical insights enable readers to explore organizational change from many different perspectives considering issues such as the strategic use of metaphor and counter-metaphors; management and employee resistance; organizational politics and cynicism. It will be of interest to researchers, academics, and students interested in change management, organizational studies, human resource management, and critical management studies"--$cProvided by publisher. 410 0$aRoutledge studies in organizational change & development ;$v22. 606 $aOrganizational change$xManagement 606 $aPublic administration$zGreat Britain$vCase studies 615 0$aOrganizational change$xManagement. 615 0$aPublic administration 676 $a658.406 700 $aMcCabe$b Darren$01741084 801 0$bOCoLC-P 801 1$bOCoLC-P 906 $aBOOK 912 $a9910861080503321 996 $aChanging change management$94167030 997 $aUNINA