Organizational Change

This very successful textbook explores change and how it relates to the complexities of organizational life, and puts an emphasis on applying the theory to practice. Now significantly updated and in its 6th edition, Organizational Change reflects a rapidly changing world and considers 'how change has changed'.

The book is structured in three parts. The first part considers the causes and nature of change. Part two opens up the organization to expand on issues of structuring for change, the cultural and political contexts for change and how to lead change. Part three moves firmly into addressing the more practical considerations of designing, planning and implementing change.

Ideal for both MBA students and those studying specialist courses in Organizational Development and Change, the clear structure and content of this text also make it accessible to final year undergraduate students.

Key features

• Offers comprehensive coverage of the significant ideas and issues associated with change at all levels of organizational activity, from the strategic to the operational, and at the individual, group, organizational and societal levels.
• Takes a conceptual and analytical approach to the way that theory and research relate to organizations, and how change is explored.
• Includes practical elements and worked examples of different approaches to 'doing' change.
• Provides illustrations of practical change situations in each chapter.
• Invites readers to undertake challenging activities to encourage the application of ideas and learning from the text to personal experience.
• Provides end-of-chapter cases, additional reading and suggested websites for readers wishing to pursue ideas and issues further.

New to this edition

• Significantly updated chapters in terms of content, illustrations and recent theory and research.
• New material on stakeholder engagement, the leader role in change, change architecture and on the characteristics of effective change programmes
• New case material including 'Gamechangers' such as AbnB, Amazon, Google and Facebook, the emergence of Integrated Care as a transformation of the delivery of healthcare and the transformation of policing

Stephen Swailes is Professor of Human Resource Management at the University of Huddersfield.

Colin Carnall has designed and lead corporate and leadership development programmes, focused to deliver major strategic changes over many years. He was Director of Graduate Studies and then Director of Executive Development at Henley (1974-2003), Associate Dean, Executive Development(2003-2008), Director, CassExec (2008-2013) and partner and Director, CarnallFarrar Ltd until 2018. He has published books on Leadership Development and Strategic Change and has worked with leading public and private sector organisations including Electrolux, IBM, Outokumpu, Hewlett Packard, Vodafone, Philips and many others.